Traits of a Jackass Manager: A How-Not-To Guide for Managers Old and New

Traits of a Jackass Manager: A How-Not-To Guide for Managers Old and New

Language: English

Pages: 42

ISBN: 0123971977

Format: PDF / Kindle (mobi) / ePub

Do you take credit for your employees' ideas? Hire your own relatives? Withhold crucial information from your staff? If so, you may be a jackass manager. Now help is at hand--read this short how-not-to guide, have a good laugh, and learn how to manage employees more productively. Whether you're just beginning your career as a supervisor or already have years of management experience, you’ll appreciate the useful pointers and cartoons in Traits of a Jackass Manager. Of course you may also recognize some bosses you've encountered yourself over the years. Either way, this quick primer will get you thinking, and talking, about how you can make your organization happier and more efficient. You may get more game-changing advice from the jackass than from all those thick books on management theory!

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with one arm tied behind the back. After all, the collective wisdom of the group or department surely exceeds that of even the most brilliant managers. The manager who can create the climate in which employees have some voice in the things that happen and in which they participate or somehow contribute to the operation as team members will get the most out of employees. They will feel that they are part of the team and therefore will want the team to succeed. And a successful team reflects

This attitude can lead to resentment by the employees and foster bickering, gossip, and an unmotivated staff. Employees will likely stay at their job out of necessity, but not give it their all – their potential, their energy, or their loyalty. Rather, they will simply show up to do the work at hand, without being invested in the organization (Fig. 1-7). Figure 1-7 The Snob. The Manager Who Ignores Employees’ Complaints Not listening is a luxury which only jackasses and dictators can afford.

attitude among employees (Fig. 1-14). Figure 1-14 The Undecided. The Manager Who “Plays Favorites” Showing partiality to one or more employees at the expense of others, always favoring one employee’s ideas over all others, or bestowing bonuses or promotions on a select few quickly generates hostility toward the “favored” and resentment against the manager. Supervisors have no choice but to work among their staff in an objective, impartial manner. Anything less than that is blatantly unfair. It

their work and find satisfaction in the achievement of a job well done. To purposely overload employees “just to be sure they are kept busy” directly contributes to high turnover, mental fatigue, some physical disabilities with resultant lost time, and general resentment and frustration. This type of supervisor might categorize those who stay home ill as malingerers and those who object to the way work is assigned as “lazy.” The manger is so dedicated to getting the maximum work out of every

manager would be dangerous if armed – leaping before looking, acting before thinking, and shooting without aiming (always from the hip). Making on-the-spot decisions without the facts is another characteristic of this kind of manager. This supervisor also changes employees’ plans without the benefit of discussion. Those who are in charge of executing the manager’s plans are never given any notice if the plans are changed. This managerial type reacts to normal problems as though they were crises.

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