Management Styles – A History and Case Study

Combined with the concern for shift workers and high production costs, this data confirms that critical evaluation of overall business design is necessary to further prevent downtime and ensure that the business can reinstate as a business leader.

This report examines the following:
Organization and management
cultural organization
staff support

Each of these areas is determined within the framework of Lewis Jeans and instructions are included: The unique strengths and weaknesses of Lewis Jeans. Recommendations for improvement.

Organization and management

“An organization is a means with designs and programs with which people work and work in collaboration and contribute to the accomplishment of recognized tasks.”

The sentence above is a definition of what makes an organization. The type of structure affects everything in an organization, including the relationships between individuals, who have the right to decide their rights, and how information is communicated throughout the organization. For your business to thrive, it’s important to have a design that fits your organization’s goals and the aspirations of your employees.

Lewis Jeans is currently working in the area. There are three manufacturing plants in the north, center and south of England. Consolidating areas of these activities may be a viable option for some organisations, Tesco PLC being a prime example. Tesco needs stores in many cities where consumers can buy the products they offer. Geographic structures can have many similarities: by responding quickly to local needs and issues, organizations can better respond to customer and staff needs. . If each department receives more orders, the bureaucratic “foodie” can be reduced. It may be better to adapt the functions in different areas such as language, legal, etc. Visit:-

However, overlapping facilities and responsibilities can also have drawbacks. Additional management responsibilities are required. There is no combination of objectives and directions of semi-autonomous units.

Lewis Jeans notes that organizations need small area models and many disadvantages that are discussed within the company. If Lewis Jeans develops a wide range of products that require different processes, specialized personnel, tools and technology, and offers these products to different markets with specific requirements, our factory’s demand will make a good understanding. Above all, a company developing a product can benefit from a mid-range manufacturer. It can be argued that additional storage and export facilities can be improved and could lead to more productive production processes with distribution across the UK. The simple organization guide below shows how you can improve your organization. The connections flow from top to bottom showing the hierarchy (flow direction from top to bottom). The horizontal lines indicate the communication lines that should be located between the work areas. Each “zone” is a professional team that supports the team.

A central management team comprised of experts in all areas makes informed decisions about corporate goals and policies. Daily meetings allow you to make quick and effective decisions on current and future issues. Sub-managers, who need improvement through training, evaluation, etc., decide when they manage their offices in a day. This allows the management team to see the big picture and avoid wastage in daily production, sales and distribution.


The simple organization article above shows how patterns work in Lewis Jeans. The tasks are distributed according to the work carried out by each department. Every organization has its unique role in achieving the goals of the organization. A team of professionals is authorized to manage specific areas of work to avoid competition within the company. Potential issues with changing partnerships and competition may arise, but these issues must be resolved by the management team before they arise.

product infrastructure

Organizations are divided according to the products they sell. Each segment of the product operates as a business, serving the mission and mission of the organization. These models are just another big item or concept that is not useful for Lewis Jeans.

matrix model

In larger organizations, it can be useful to have company members involved in more than one workgroup. Introducing a “design team” that can create more than one product (women’s, denim shirts) can help. Marketing and sales can be matched with professionals working in both fields.

The matrix structure has many advantages. Organizations can focus on multiple goals at the same time. Flexibility changes and responses to changing needs and resources. The exchange of ideas between several employees rather than the separation of departments.

One way to “matrix” may be to run the model in the past, and the worker may miss the main goal of the organization with more than one set of orders and strikes available.

Lewis Jean’s geographic model may not be appropriate at this time. A medium-sized manufacturer would make a good investment to renovate houses or install new ones. Alternatively, northern and southern manufacturers with more intermediate outlets can provide the necessary financial savings as well as efficiency. A new manufacturing unit can reduce staff by 30-40%, depending on improvements in processes, technology, etc. Return personnel can be made when local shipping locations are expanded. The final location decision should consider the customer’s location, export activities and storage needs. A separate distribution room may suffice if the equipment moves very quickly. Another advantage of a design unit is that good control can be used to make the design satisfactory. There may be other factors related to quality issues which will be discussed later.


Now power and discretion are firmly entrenched in the central office, and all decisions are made by Mr. Bart Lewis, who has become the director of the manufacturing plant. The flow of communication is very top-down and the director is solely responsible for following the leadership of the president. The hierarchical principle comes from the theory of Bruno Lussato. The “scalar concept” views organizations as a group of subgroups. A higher level has the right to authorize an immediately lower level. Lower levels are not allowed at all. The line has descended from top to bottom because the system is correctly stated. In Lewis Jeans’ current process, there are some licensing rights, and the director is solely responsible, beyond the above commands. control style

Lippitt & White is one of many researchers who have looked at different cultures. The authoritative (autocratic) leader decides one-on-one, informs employees of these decisions, and works. The freedom leader (encouraging or advocating) makes the decision and then persuades the staff that their decision is the right one. Leaders consult staff before making a decision. Leaders make the final decision, but they consider the feelings of their employees. There are no rules for deciding laissez-faire (loose), so assumptions are not imposed on workers.

None of the above is a good method, but it has different implications within an organization. The style adopted by Lewis Jeans is a leader in events. This type of management can have a negative impact on middle managers and employees. Leaders may feel like they lack the authority or confidence to manage their affairs. Organizations are a product and it will definitely affect the morale of all employees. Management model supported by Charles Handy Sponsored by: Staff Satisfaction. Reduce staff turnover and complaints. There is group conflict.

Management can play an important role in this space, as staff turnover is very high. Rebirth is also important and will be discussed later in this report.


The scope of management in an organization is important. “No brain can control more than six or seven brains,” said General Iain Hamilton. Studies have shown that the maximum number of managers (the number of direct employees per person) should be between 3 and 6 people. Visit:-

Now Mr. Lewis currently manages 16 chairs, with 5 in each tree and a middle manager. Each factory has 11 managers and 3 supervisors. It is not a distribution of power and authority. A person who has day-to-day responsibilities in any area of ​​an organization (some may not be in their area of ​​expertise) may become incapable of certain tasks. As you can see from the organizational chart on page 4,

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