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Dysfunctional managers are a necessary part of the business cycle? Suggests approaches to address the dysfunctional management

Introduction

They can not manage their own lives, however, can be intimidating to handle yours. These are the dysfunctional managers. They focus on management, including micro-management, details, do things to do, carry out the business plan and meeting financial goals of companies who pay them, but not related to persons subject they supervise. Although business success is an admirable goal, in which the dysfunctional process managers tend to alienate employees and business partners and may lose their connection to their families.

Dysfunctional traits Manager

His background and personal experiences may have included the separation or divorce, strained family relationships or alienation of children, smoking and / or struggling with obesity or anorexia, however, have been successful in business. It is an interesting paradox that demands exploration. How can individuals who do not focus on people who handle, the opposite of servant leaders who preceded them, succeed in the 21st century? The answer seems to be in their business success, the short-term financial and strategic results that can be generated, often at the expense of employees or engagement partner, the watchword of the late 20th century.

A 2007 study published by San Francisco-based Employment Law Alliance, as reported by the Society for Human Resource Management in a Heads HRMagazine May 1, 2007 article entitled "Study: U.S. Prevalent Bully" "He found that harassment in U.S. workplace is alive and well. And in many cases, managers and supervisors are the bullies: Nearly 45 percent of respondents reported having worked for an abusive boss. "

In a September 25, 2000 article by Sarah A. Klein in Crain's Chicago Business: "Take that big, bad corporate bully! More companies are looking for ways to tame uncivil bosses, workers" reported that "in a national survey 53% of workers who reported themselves the target of incivility, said they lost time worrying about the incidents at work, from the receipt of a note unpleasant or demeaning to support a supervisor temper tantrum. Almost half the group at the University of 'North Carolina study workplace incivility " said change includes working to prevent the offender, and 12% actually met. "

An early recognition of the problems associated with dysfunctional directors was addressed in a November 1, Article 1991 American Management Association, "Coping with dysfunctional managers" in "Control Management. "The article at the beginning of the last decade managers began to recognize dysfunctional as adults who grew up in dysfunctional families" Special skills and learned to cope, not as adults became dysfunctional based on their life experiences later. However, this short, citing a Article by Francine S. Hall in the Summer 1991 issue of "Organizational Dynamics," has application today in his observation that "often Hall says, the organizational culture inadvertently contributes to destructive behavior of a dysfunctional manager. If the control, for example, is valued in the company, the stable dysfunctional would fit well in the frame. "

In a June 10, 2008 article by "Business Wire" by Stephen Xavier, CEO Cornerstone Executive Development, "CEOs of micro-management is a warning sign in this economy," Xavier said, "also There are micro-managers who jump from a great company to company. Given his record at Home Depot, one would have thought that Bob Nardelli would have had trouble being hired as executive director of any major company. However, the general director of the old authoritarian school has found a home as CEO of Chrysler, which not surprisingly has the same history of poor labor relations, shoddy products and market share erosion. "

In The Dumbest Moments in History Company: useless products, special offers dark, Clueless heads and other signs of intelligent life in the workplace, Adam Horowitz, editor, Portfolio, Penguin Group, New York, 2004, relates to the January 2003 statement by Goldman Sachs Group CEO Henry Paulson on the layoffs at the company's investment banking employees for which he apologized to the employees by voicemail a week later. "I do not want to sound cruel, but in almost each of our businesses, there are 15 to 20 percent of the people who really add 80 percent of the value. Although we have a lot of good people, you can cut a lot and still be well positioned to recovery. "(P.21)

Richard Farson in Management of the Absurd: Paradoxes in Leadership, Simon & Shuster, Inc., New York, 1996, wrote: "Many of us have the idea that as managers we can use our skills to shape our employees as if we were shaping the clay, shaping what we want them to become. But that's not how it really works. Moreover, as if our employees are piles of mud in which we fall, leaving an impression, all right, and this impression is clearly seen us, but may not be the impression that the intention of leaving. "(P. 41)

Although there has been a lot of academic research on dysfunctional workplaces and the people that operate, there has been a notable absence of material popular literature on the subject of dysfunctional managers. Some popular management books have dealt with the boss from hell "as the management of its Chief, by Sandi Mann, Barron's, 2001. In the section on "dealing with the boss from hell", Sandi Mann characterizes leaders as aggressors if they are continually abusive and arrogant, exploding in anger, constantly criticizing, belittling, ridiculing employees. Mann suggests that while such heads of heads, similar to impatience or stressed, achieve desired results, there are serious consequences for employees due to chronic workplace bullying, including serious health problems for employees and lost time for the company.

Some books, like Smart People When working fools for leaders, by William and Kathleen Lundin, McGraw-Hill, 1998 and Crazy bosses, Stanley Bing, HarperCollins Publishers, 2007, against management decisions demoralizing short-sighted, not thinking rude actions and behaviors of managers and disgusting and dangerous folly of the directors, respectively. Lundins wrote: "The dysfunction may be the result of dumb (inept, misleading, callous, power-driven, insensitive) leadership or dumb (traditionalists, blind-sided and arrogant) organizational thinking. "(P. 117) He wrote, "we predict more and more of what this example shows as a paradigm of organizations, competitive anxiety, board toward" solutions technological 'regardless of how the people who have to adapt to these "need fixes' to be helped to do so." (P. 117) Stanley Bing writes "bully management is perhaps the most difficult of all tasks for which they wish to survive in a world full of breathtaking variety of official ill senior. "(Chief Loco, p. 75) noted the contradictory nature of the bully manager with" great emotional changes depending on your state mood, often seemingly unrelated to external circumstances "(p. 75) further noted that" management by terror has been a technique consecrated by time, and it works. "(P. 76)

The paradox of Business Face with dysfunctional Manager

Many organizations have adopted a family style culture in the late 20th century. However, some quickly became a dysfunctional family style arrangements, focused functional in a few details that led to short-term success of the organization and its leaders rather than the participation and empowerment of employees or partners. Communication, sensitivity and care that are at the heart of a fully functioning and organization of the competition are confused or lost in management styles dysfunctional. After many interviews related to a variety of employees Lundins noted "most compelling observation is how people in power-of those who manage a small department leaders of multinational corporations, believe they have the right to manipulate and play with the emotions of their employees. "(P. 173)

An example of dysfunctional thugs as a manager is one that appears with a humor in the office of the employee in question the status of the activity or claim a status report when it was provided previously, but the manager is not enough time to save them or search for it. Or in the spirit mean another example, degrading an employee with years of success and written published the experience with the phrase "sometimes writes as if English is your second language."

The comic strip Dilbert by Scott Adams has perhaps now popularly and correctly characterized the dysfunctional a bullying boss. In The Dilbert Principle: A Vision-Eye Cubicle's of bosses, meetings, management fads and other workplace afflictions, HarperBusiness, HarperCollins Publishers, New York, 1996, Adams described the change in the process of selection of the directors of the Peter Principle of workers being promoted to the heads beyond their skill levels at the beginning of more workers Dilbert ineffective "systematically moved to the place where they can do the least damage: management." (P. 14)

In Principle Dilbert, Scott Adams shares a presentation by e-mail that is similar to the statement by the CEO of Goldman Sachs Group previously identified in the moments dumbest in corporate history.

"The newly appointed vice president of my company, in an interview printed on the cloth interior News of the company, made the following comment when asked if current employees will be transferred, if the company won a futures contract, or if the company place to hire local people:

"Engineers are basically a commodity. It has no economic sense for the company to pay move when we can buy the same product on the site.

Naturally, this upset some individuals in the labor force and several of these patients at a meeting of all hands-VP in charge of this a few days later and sat in the front row, stuck with signs labeling themselves as 'Bananas' 'Pork Bellies', etc. "(pp. 295, 296)

However, these managers often have dysfunctional success, financial sense, both as individuals and their organizations. In the article Human Resources Management describes the 2007 study by Employment Law Alliance, its director executive, Stephen J. Hirschfeld was said that "change the behavior of workplace bullies could be problematic for employers, Hirschfeld concedes, because Workplace bullies can be high performers. aggressive or "Type A behaviors tend to be rewarded in the workplace, but Hirschfeld contends that employers should draw the line and make sure that workers do not become aggressive, abusive managers. "A Wall Street Journal article looking at the recruitment Executive Directors observed that the characteristics of new hires CEO recently have focused on certain financial talent, the details and successes in the wider team leader or coach of the past models. A September 1, 1996 article on "Make CEO-style" in "Executive Women by DA Benton said that among the five personality traits of CEOs "," The higher you go, the more exposure you have the big picture, you would think the more detail-oriented is not necessary. wrong. Quite the contrary. According to the cooks almost perfect, the higher you go, the more important that is to be aware of the details. "

In Management, a revised edition by Peter F. Drucker with Joseph A. Maciariello, HarperCollins Publishers, 1973, 1974, in the introduction to management and managers, Drucker says "there is a tremendous strain on these days in the taste of people, helping people, get along with people, as requirements for a manager. These texts are never enough. In every successful organization there are bosses who do not like people who do not help and do not get along with them. cold, nasty, demanding, often teach and develop more people than anyone. They command more respect than the nicest person ever could. Require labor demanding of themselves and others. It sets high goals and expect to be up to. They believe only what is right and who never is right. And although people themselves often brilliant, never intellectual brilliance rate over the integrity of others. The manger who lacks these qualities character, no matter how nice, helpful, kind, or, no matter even how competent or brilliant – a threat which is not fit to be a manager. "(P. 10) Drucker concludes," Organizations are far from perfect. As every manger knows, are very difficult, full of frustration, tension and friction, clumsy and unwieldy. But they are the only tools we have to meet social goals such as health economic production and distribution care, governance, and education. And there is the slightest reason to expect society to be willing to dispense with the services that only organizations that exercise can provide. In fact, there are many reasons to expect society to demand better performance from all its institutions, and become more dependent on their performance. And managers do institutions perform. "(P. 526)

Reform or change in dysfunctional Manager

Returning to the American Management Association article, "Coping with dysfunctional managers", cited earlier in this article, the efforts of a decade and a half ago to solve problems related to the dysfunctional behavior of managers were in their infancy. The article says that the solution of the problem, "Supervisors often dysfunctional behavior problems managers error on problem management capabilities. But for a dysfunctional manager, attending seminars about better management will only succeed in the short term. Once a manager has accepted the fact that he or she is dysfunctional, Hall advises, a recovery program should be sought. With regard to organizations, how companies recognize the problem and solutions will be an effect of the challenges more difficult for efforts in the next decade. "

A method for identifying dysfunctional manager to senior management is to allow the manager to show dysfunctional incompetence in the forum which most often appears. For example, if it occurs at the meetings to find an appropriate opportunity to invite the supervisor dysfunctional manager for a meeting or if it occurs in written or oral communications to find witnesses. This may, however, a long-term effort that may not have a desirable short term outcome. Another approach would be documented to identify the problems to find solutions appropriate sources. Another method may be a couple or three of the exam.

Rather than the workshops and provide additional training for managers dysfunctional, the solution may include intensive efforts to identify dysfunctional managers and training or reassignment, when monitoring is needed. One-on-one training, participation in a mentoring relationship or even the creation of networks of peers directors of other groups focused on identifying issues that may impair the Style Manager dysfunctional may lead to behavior modification techniques.

If the problem is not dealt with the risk of Legislation

Some items, such as the summary of the 2007 Human Resources Management Employment Law Alliance study on bullying in the workplace, suggest that increased awareness of the problem could result in the potential for legislation if Employers can not remedy the situation. This article reported: "There are proposals in about a dozen states in some form of workplace harassment law." He also referred to "a recent anti-bullying law passed in the Canadian province of Quebec that gives workers the right to file suit against their employers , and to recover damages for "any improper conduct that affects the employee's dignity or psychological or physical integrity. "

Conclusion

The inevitable conclusion, however, is that the cycle of non-violent dysfunctional manager can not be the type of manager for the business environment today's competitive compared to the efficiency of cost reduction, financial challenges and the economic decline nationally and internationally. Since dysfunctional managers may have difficulty self-identify their need for the transition of his management style, organizations must be prepared to help them this transition through training and mentor / partner networking opportunities. If the manager can not adapt dysfunctional hardened features and model the kind management of a servant leader, reassignment, or termination may be the course of an organization should consider.

There is hope, however, that in the near future effective managers with the characteristics of hardened qualified manager Peter proposed, and remain for a long period, can adapt characteristics and the kind servant leader model. This model seems to have staying power combination that will bring long-term success for the organization and relationship with its employees or associates.

About the Author

Early retirement following 30.5 years with Nationwide insurance and financial services as AVP Corporate Governance and Secretary/Assistant Secretary in the Office of General Counsel, Officer of Customer Relations, Director of Government Relations, National Staff Claims Counsel and National Commercial Accounts Claims Attorney. Earlier experience with law firm and community access television. Service on many non-profit boards as member and chair. Attorney, SCORE Counselor and managing member of Advocate for the Customer, LLC, a consulting firm.

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