Types of Managers

Management is the art of getting things done through others. Good management is scarce despite advancement in management concepts and techniques. Managerial performance varies depending on the style they adopt and the impression they create on their subordinates. It is interesting to consider some specimens of mangers and their roles.
The bullying Manager
This type of managers believe the best way to manage is to shout at their subordinates even for trivial omissions and errors. More than men women are likely targets for these managerial sharks? They think it is their right to bully the helpless victims. The results they achieve are doubtful and they easily create hostility in the organization.
The Clerical manager
The Clerical Manager drives employees mad. He discharges no other function. He is more concerned with appearances of the employees, how they dress and behave in office and is least bothered about their performance on the job.
The Goal Post manager
He believes in favoring selected employees particularly women and gives them lavish concessions and benefits at official cost. If favors are denied they resort to harassment by creating obstacles for high performance to employees. For e.g., when an important task is to be executed at a far off port they see to it the employee is denied access to supporting staff or transport.
The Managerial Moron
He is an incompetent manager who is pushed into positions of power by unusual combination of circumstances, often the spillover results of favoritism. Somehow he got promoted to a managerial post. He has no idea of the job to be done or his responsibility except that of drawing salary every month. He manages with the help of his clout to persuade his colleague to run his department, regardless of his colossal incompetence. He tries to be in the good books of his boss.
The Managerial Spy
He likes to spy on employees hoping to trap his colleagues or employees committing minor omissions. Invariably he uses the occasion to increase his popularity.
Tough minded Manager
He assumes that people are lazy and must be goaded to perform. He uses fear and intimidation as a tool of guaranteed response. He forgets that usually his action ends up in temporary compliance only.
The Satin Cloth manager
. He believes in the inherent goodness of the employees. and that people want to do a good job. He may get a response with this approach, but is unlikely to get the best response. In reality contrary to expectations he is more likely to be taken advantage of by the employees.
The Practical Manager
He realizes that he doesn't have to act tough all the time. If employees perform their tasks earnestly and there is no emergency that requires immediate intervention, he takes a back seat and give them free hand do their jobs. By doing this he not only teaches employees to be responsible, but is able to concentrate fully on the most important things that contribute the success of the organization.
The Leader
He is participative and shares decision making with team members. Consensus leaders encourage group discussion about a problem and make a decision based on the consensus. He knows that each idea must have intention behind it, and the intention must be to transform the way people see themselves, to uplift, to enlighten, to encourage, to entertain.
He has the ability to lead others based on personal charm, the ability to inspire trust within the organization. He can't be bought. He allows the individual departments to run autonomously to meet their goals. He expects everyone to use his mind and heart on the job. He builds a team composed of members that shared his vision and is willing to support his quest for excellence. His highly loyal and motivated staff rises to the challenges provided by their leader and continues to strive to be industry's best.
Any progressive organization would benefit by identifying the type of mangers it has in its fold and to design training programs to correct or supplement their tendencies as they affect the performance of the organization. Seldom does an organization get an ideal manager who is fully identified with the goals of the organization.