Finally, reluctant managers are those that have high technical competence but lack interpersonal skills. Like wheeler-dealers, they let their jurisdiction run itself without much involvement. The difference is that, they know so much about the job that they tend to be highly innovative in the field. They are generally distanced from their staff but are respected resource persons in the technical aspect. If a procedural problem arises, they are ready to solve it, but if a non-routine challenge faces them it will be difficult for them to handle it. Hence, staff is expected to provide them with different alternatives and provide proof on which action is best to take.
In reality, there are as many types of bosses as there are types of people. The four types mentioned here (bureaucrats, autocrats, wheeler-dealers and reluctant managers) and the factors considered (governing principle, relationship with subordinates and overall attitude) is only one way of categorizing them. Nevertheless, there are also many ways of dealing with them and having a good relationship with them. To strengthen...
Composition IIInterview SummaryTypes of Bosses/SupervisorsFor the various organizational goals and objectives to be accomplished, resources (including human resources) must be organized and activities directed in an optimal manner. Those who engage in the said organization of resources as well as direction of various organizational activities are commonly referred to as bosses, supervisors, or simply leaders. It would be prudent to note that not all bosses embrace the same approach to
Leadership Followership, Types and the Workplace Leaders in organizations in the past used to wield all the powers and employees performed strict and routine functions and obeyed orders like machines (Curphy & Roellig, 2008). But changes and developments in the last 40 years led organizations to expect more from employees. Other factors contributed greatly to a change in the nature of following. These are new and successive waves of workers, increasing
Projecting higher expectations: A "bad boss" has not developed positive dynamics with all his/her subordinates. Four key principles, on the other hand, identify practices a "good boss" implements: Be clear up front Get to know the individuals Beware of labeling Monitor ongoing evaluations In the article, "How to spot the boss from hell Classic signs of a Mr. Nasty," Oliver Finegold's (2005) notes that a current study "details the 10 signs of a bad boss -
Management Scenario How Good of a Boss Can You Be? Scenario Your previous boss now reports to you. When you worked under her, you believed she was a good boss and had been helpful in your advancement. Now, she is 59 years old and three years from retirement age. She has been with the firm for over 25 years but she now seems indifferent to her work and often performs unsatisfactorily. Response The listed scenario
poor leadership, and the effect that it has on organizations. Drawing on academic research into the subject, the traits of poor leadership are identified, and divided into a couple of general categories. These categories have implications for understanding the effect that such leaders have. There are a number of effects that bad leaders have on the organization, including increased turnover, decreased morale, diminished organizational commitment and in the worst
Job Analysis / Job Description Due Week 4 worth 100 points Go YouTube, located http://www.youtube./, search episode "UnderCover Boss." Imagine CEO company selected episode. Waste Management -- Undercover Boss Episode 1 in the First Season of "Undercover Boss," "Waste Management," relates to Larry O'Donnell, the director of Waste Management, as he goes undercover as an entry level recycling plant operator. This makes possible for him to gain a better understanding of the
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