Algirdas Makarevicius. Management Philosophy
My Management Philosophy
Each manager must follow a set of principles and values that make up his or her philosophy of management.
I view management as an essential and meaningful activity that encompasses the interweaving functions of creating group values and beliefs, planning and setting objectives, and controlling and guiding. It focuses on an organization's policies, ethics, resources, and both short-term and long-term goals.
There are many different management styles: strategic, authoritative, results-based, democratic, charismatic, Laissez-faire, and others. I consistently applied multiple management styles whenever I assumed a management position. I used a combination of a few management styles because flexibility and adaptation to a specific workplace environment are significant. Therefore, I always reflect on the extent to which I should implement certain features of a particular management style.
If I choose a strategic management style, I need to focus on the bigger picture and the long-term success of the business I manage. I will allow my assistants to supervise most of their daily duties.
Democratic managers try to involve their staff in important decisions. If I choose this management style, I show my team I trust and respect their participation and input. This style can be successfully implemented in organizations where the employees are well-qualified professionals motivated to perform their duties to achieve the best possible results.
In a chaotic workplace that requires organization and improvement, an authoritative management style can prove beneficial. Sometimes, employees tend to relax too much and need disciplinary action. Such a workplace requires strong direction; some structural changes must be implemented. While there are many advantages of a democratic management style, sometimes a situation itself calls for a ‘dictator.’ However, an authoritative management style does not necessarily mean the manager must be impolite, offensive, or rude. The manager can always politely explain what and how to prepare, fix, or organize, with a pleasant smile, ‘please’ and ‘thank you,’ and similar nice words and expressions.
Many companies adopt a results-based management style closely related to the charismatic management style. The only thing that matters to them is efficiency. The manager is not concerned with how things get done as long as they get done well and in the fastest possible way. If a staff member comes up with a superior way of doing things, it is necessary to save time and create every rule and method.
Example-setting management can also be very efficient. I have observed that in colleges and universities, it is crucial to set a consistent example of the work standards I expect from faculty and students. As an example-setting manager, I set the standard by demonstrating best practices through my actions. As Head of the Languages Centre in the Middle East College in Muscat, Oman, I conceptualized, designed, and integrated the Foundation English program into the college curriculum. It was highly effective and powerful when accomplished: the faculty felt inspired by my work and actively participated in preparing course materials—course plans, coursebooks, and textbooks. There were twenty-four teachers in the Languages Centre at that time.
Laissez-faire management is a controversially assessed management style in which a manager allows staff to make their judgments and decisions. Researchers have found that this management style leads to the lowest productivity among group members. However, this management style, like other styles, can sometimes have some benefits. For example, if a particular job requires a lot of creativity and a group of experts are highly motivated and skilled, the results can be excellent. It leads to increased innovation and creativity through the autonomy of expert staff.
Another controversially assessed management style is micromanagement, when a manager closely observes and excessively controls the work of his employees, thus restricting freedom in the workplace. It is the management with excessive control and too much attention to detail. In micromanagement, the manager not only tells an assistant what to do but also how to do it, although one of the reasons a person was employed was that he knew how to do that job. The micromanager controls and assesses every step of a business process and never delegates. This management style leads to low efficiency and should be avoided. A poor manager is a micromanager who kills creativity in the workplace and disrupts good relationships among people.
In my view, an excellent manager provides direction and sets an example for subordinates. An excellent manager motivates his or her employees to be willing to do their jobs independently and in the best possible way to achieve high-quality results. Such a manager inspires employees to use their creativity to the maximum.
My favorite managers in the past were those who were influential in making decisions, were honest and creative, possessed good critical thinking skills, and worked smart and hard. Management is like art because both management and art require creativity and inspiration.
My Management Experience
I conducted management five times in five different institutions.
1. Vytautas Magnus University, Kaunas, Lithuania
I was appointed the first head of the foreign languages department at a newly established university. I established the Department of Foreign Languages, recruiting fifty-five faculty members for the English, German, French, Spanish, and Italian sections.
2. Middle East College, Muscat, Oman
Head of the Languages Center in the Middle East College of Information Technology, Muscat, Oman. I was responsible for conceptualizing, designing, and implementing EFL programs into the college curriculum. There were 26 instructors in the Languages Center.
3. The University of Nizwa, Nizwa, Oman
Head of the Department of Foreign Languages, College of Arts and Sciences at the University of Nizwa, Oman. There were 40 teachers in the department. I prepared the Department of Foreign Languages for accreditation. I created new documents according to the requirements of the Oman Accreditation Council, defined teaching procedures and the role of faculty, established duties of course coordinators, established and approved authorities, and established responsibilities of heads of departments and units and their assistants. I was in charge of and participated in preparing the Quality Teaching Management System Handbook.
4. The Papua New Guinea University of Technology, Lae, PNG
Acting Head of the Department of Language and Communication Studies at the Papua New Guinea University of Technology. I organized the process of writing and editing course books and examination papers. There were 18 faculty members and two secretaries in the department.
5. Elastix Australasia Pty Ltd. Melbourne, Victoria, Australia
International Marketing Manager at Elastix Australasia Pty Ltd., Melbourne, Australia. I was responsible for conducting international marketing, building relationships with customers, agents, and suppliers worldwide, conducting research on internet marketing and corporate image surveys, and participating in the design of the company's website.
Dr. Algirdas Makarevicius
Ph.D., Linguistics
My Management Philosophy
Each manager must follow a set of principles and values that make up his or her philosophy of management.
I view management as an essential and meaningful activity that encompasses the interweaving functions of creating group values and beliefs, planning and setting objectives, and controlling and guiding. It focuses on an organization's policies, ethics, resources, and both short-term and long-term goals.
There are many different management styles: strategic, authoritative, results-based, democratic, charismatic, Laissez-faire, and others. I consistently applied multiple management styles whenever I assumed a management position. I used a combination of a few management styles because flexibility and adaptation to a specific workplace environment are significant. Therefore, I always reflect on the extent to which I should implement certain features of a particular management style.
If I choose a strategic management style, I need to focus on the bigger picture and the long-term success of the business I manage. I will allow my assistants to supervise most of their daily duties.
Democratic managers try to involve their staff in important decisions. If I choose this management style, I show my team I trust and respect their participation and input. This style can be successfully implemented in organizations where the employees are well-qualified professionals motivated to perform their duties to achieve the best possible results.
In a chaotic workplace that requires organization and improvement, an authoritative management style can prove beneficial. Sometimes, employees tend to relax too much and need disciplinary action. Such a workplace requires strong direction; some structural changes must be implemented. While there are many advantages of a democratic management style, sometimes a situation itself calls for a ‘dictator.’ However, an authoritative management style does not necessarily mean the manager must be impolite, offensive, or rude. The manager can always politely explain what and how to prepare, fix, or organize, with a pleasant smile, ‘please’ and ‘thank you,’ and similar nice words and expressions.
Many companies adopt a results-based management style closely related to the charismatic management style. The only thing that matters to them is efficiency. The manager is not concerned with how things get done as long as they get done well and in the fastest possible way. If a staff member comes up with a superior way of doing things, it is necessary to save time and create every rule and method.
Example-setting management can also be very efficient. I have observed that in colleges and universities, it is crucial to set a consistent example of the work standards I expect from faculty and students. As an example-setting manager, I set the standard by demonstrating best practices through my actions. As Head of the Languages Centre in the Middle East College in Muscat, Oman, I conceptualized, designed, and integrated the Foundation English program into the college curriculum. It was highly effective and powerful when accomplished: the faculty felt inspired by my work and actively participated in preparing course materials—course plans, coursebooks, and textbooks. There were twenty-four teachers in the Languages Centre at that time.
Laissez-faire management is a controversially assessed management style in which a manager allows staff to make their judgments and decisions. Researchers have found that this management style leads to the lowest productivity among group members. However, this management style, like other styles, can sometimes have some benefits. For example, if a particular job requires a lot of creativity and a group of experts are highly motivated and skilled, the results can be excellent. It leads to increased innovation and creativity through the autonomy of expert staff.
Another controversially assessed management style is micromanagement, when a manager closely observes and excessively controls the work of his employees, thus restricting freedom in the workplace. It is the management with excessive control and too much attention to detail. In micromanagement, the manager not only tells an assistant what to do but also how to do it, although one of the reasons a person was employed was that he knew how to do that job. The micromanager controls and assesses every step of a business process and never delegates. This management style leads to low efficiency and should be avoided. A poor manager is a micromanager who kills creativity in the workplace and disrupts good relationships among people.
In my view, an excellent manager provides direction and sets an example for subordinates. An excellent manager motivates his or her employees to be willing to do their jobs independently and in the best possible way to achieve high-quality results. Such a manager inspires employees to use their creativity to the maximum.
My favorite managers in the past were those who were influential in making decisions, were honest and creative, possessed good critical thinking skills, and worked smart and hard. Management is like art because both management and art require creativity and inspiration.
My Management Experience
I conducted management five times in five different institutions.
1. Vytautas Magnus University, Kaunas, Lithuania
I was appointed the first head of the foreign languages department at a newly established university. I established the Department of Foreign Languages, recruiting fifty-five faculty members for the English, German, French, Spanish, and Italian sections.
2. Middle East College, Muscat, Oman
Head of the Languages Center in the Middle East College of Information Technology, Muscat, Oman. I was responsible for conceptualizing, designing, and implementing EFL programs into the college curriculum. There were 26 instructors in the Languages Center.
3. The University of Nizwa, Nizwa, Oman
Head of the Department of Foreign Languages, College of Arts and Sciences at the University of Nizwa, Oman. There were 40 teachers in the department. I prepared the Department of Foreign Languages for accreditation. I created new documents according to the requirements of the Oman Accreditation Council, defined teaching procedures and the role of faculty, established duties of course coordinators, established and approved authorities, and established responsibilities of heads of departments and units and their assistants. I was in charge of and participated in preparing the Quality Teaching Management System Handbook.
4. The Papua New Guinea University of Technology, Lae, PNG
Acting Head of the Department of Language and Communication Studies at the Papua New Guinea University of Technology. I organized the process of writing and editing course books and examination papers. There were 18 faculty members and two secretaries in the department.
5. Elastix Australasia Pty Ltd. Melbourne, Victoria, Australia
International Marketing Manager at Elastix Australasia Pty Ltd., Melbourne, Australia. I was responsible for conducting international marketing, building relationships with customers, agents, and suppliers worldwide, conducting research on internet marketing and corporate image surveys, and participating in the design of the company's website.
Dr. Algirdas Makarevicius
Ph.D., Linguistics
