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Management and influence

Włodzimierz Włodarski

2010

1/2010

( 1 )

https:/doi.org/

Abstract

It seems that people are not fully aware of their power over other people and the resulting possibilities. It is interesting to know what you can make people do, what you can forbid them and what you cannot do. Very often, people faced with that question answer either that you can make people do everything or that you cannot make them do anything.
The main goal of this article is to establish the foundations of and specify the rules necessary for human management. I would like to explain the basic assumptions in relation to effective and ineffective human management. The boundaries of power and freedom are extremely important and it is certainly worth learning to recognize them in a more conscious and accurate way.

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Co jest dobrem? Autonomiczny i paternalistyczny styl zarządzania

Artur Negri

2014

1/2014

( 6 )

DOI: 10.7206/cr.2081-7029.11

https:/doi.org/10.7206/cr.2081-7029.11

Abstract

The article presents the nature of an autonomous and paternalistic management style. The author refers to “folwark-like organizational culture model” popular among Polish companies which embodies the essence of paternalistic management style characterized by coercion and absolute control over an employee. The author states that it is not in company’s best interest to have the employees dependent on their superiors. Autonomous management style characterized by trust and respect is much more constructive. That style of management directly corresponds with coaching approach.

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Coaching Review

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