[MUSIC]. During this week we'll be looking at different types of management and leadership techniques. And you're already have come across a number of different frame works that propose a number different ways and styles in which you can lead and manage. In this video, we'll be looking at the Asheridge framework that forwarded four different management styles. With all of these frameworks, we need to be quite careful, because sometimes there's a perception that you ought to be a particular type of manager and demonstrate a particular style. We need to be quite cautious if we hold that view, simply because if we look at any model we would probably able to find a situation where each particular style could and possibly should be applied. With the Asheridge framework, then, there are four stars. The first of which is towels, sometimes known as autocratic. In this situation, a manager makes all the decisions, and effectively gives instructions and the arrangement is, everybody would expect to be in advance of what was said. So in other words, the manager states whatever needs to be done, everybody else needs to fall in line. And the example of where this could work well is if there was a need to evacuate premises. Where clearly there is going to be a need for direction and control just to get everybody out. Or, if you were working in the Armed Forces, where some decisions in particular situations need to be taken very quickly and with a great degree of direction in instruction. The second approach forwarded by Asheridge framework is cells. This is about when the manager looks to give a vision to paint a picture, to give a compelling reason. Why employees need to buy in and except what's being said. That vision needs to be really, really compelling to get employees to really lock in with what's being said, almost without question. The third area is what we call consults. Consults is also know as participative. This is where a manager would confer with the team and discuss what needs to be done. However, at the end of that situation, the manager would still take and would be expected to take the decision going forward. And then the fourth of four areas afforded by Ashridge is joints and consults. Now this is where managers and team would work together, discuss a particular situation, look at the various options, and then agree together what needs to be done. And this is where we would have a consensus. So the four approaches proposed by this Asheridge framework are tells, sells, joins, and consults. Take time to think about which of these approaches apply in your workplace and how well they work. Think about particular examples and reflect on what could be done differently, or what can be built on to be even better next time. [MUSIC]