Management Styles for Human Resource in Corporate Banks Essay

Management Styles for Human Resource in Corporate Banks - Essay Example The paper tells that theorists outline the major forms of management styles as autocracy, democracy, participative, and laissez-faire styles. The essence of management in banks and other businesses is to ensure proper planning and execution of tasks through the human resource towards the acquisition of the set goals and objectives. The acquisition of these variables is possible through proper leadership skills whereby the managers are bound to organizing the programs set to stimulate the workers towards the acquisition of the set businesses’ objectives. Northern Rock Bank operates in the UK market as a multi-billion organization serving over 50 million global clients. On the other hand, the Royal Bank of Scotland operates in the European continent and is seemingly a competitor to Northern Rock Bank since its capital base and clientele group seem to match closely. History depicts that the two banks’ performances endured in crisis since the edge of economic crisis in 2008 to the present. However, findings reveal that the banks are restructuring towards the acquisition of success and maintenance of their positions in the global markets. Arguably, the two banks crises emanated from top managements’ negligence to comprehend employees as important to the organization. Expert evaluations show that the Northern Rock Bank entered a streak of fallacies as financial accounts ascertained flaws. The bank’s top management concentrated on the surety that they had a large capital base thus the threat of failures in performances would not threaten the bank's abundance of operations. On the contrary, the bank’s application of laissez-faire (bureaucratic management style) threatened the abundance and prowess in the UK and global market platforms. The same case was evident in the Royal Bank of Scotland whereby the top management observed the bank’s performances as most crucial compared to the imposition of favorable strategies to ensure cl ose workmanship between the organization and the workers. Employees in the two banks realized the presence of ignorance from the top management and lost morale in operations thus the banks would eventually fall in continuous streaks of failures as the operations dwindled. Arguably, the top management in the two banks failed to ascertain that the banks would face threats from the employees since the tally in each entity ranged between 120,000 to 150,000 in the UK and other global branches. In account for the Royal Bank of Scotland operations, the evidence accrued revealed that the top management failed to support human resource programs since with the notion that such programs were insignificant to the acquisition of the bank’s goals since it was a competitive entity in the global banking industry. Herzberg’s hygiene theory depicts through the theory X and Y approaches that people may perform effectively under negative and positive motivation respectively.