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Posts Tagged ‘Managers’

Write-up by Michael Bustamante

There are a lot of great reasons to think about on-line management colleges, specially if you are seeking for an education in organization management or office administration. The main purpose is the review of management on the internet is completely the most handy way to obtain exceptional administrative abilities for gainful employment and achieve school degrees in enterprise management.

Today’s worldwide market place demands extraordinary administrative expertise, and modern day organizations are seeking to employ workers with good, stable instruction in management. But, what if you are not in a position to conform to a standard school program in management due to a complete-time job, young children, or disability? That is what helps make on the internet management educational institutions so well-known you can earn management degrees and diplomas at your personal pace, on your personal schedule, with no at any time setting foot in a classroom.

The degree of management training you will will need to qualify for an administrative work is dependent on the certain placement and the requirements of the specific employer. But, the basic rule of thumb is, the far more coaching in management the better the work and wage. So, get some time to take into account what you want to achieve from an on the web management program. Then commence searching at picked online colleges to see how they can assist you attain your targets.

For instance, an on the web associate diploma in management can consider as tiny as eighteen months of full-time study to total, probably a small lengthier if you consider your time. An associate diploma in management (AS) would give you the basics of the workplace professional and would qualify you for entry-level management positions in business office administration. Earning an affiliate degree on-line would give you a stage up to the following stage of management coaching, the bachelor diploma (BS). This path would be effectively worth the time and effort when you consider how a BA would increase your employment likely. With an further year or two of examine you can get an on-line bachelor diploma.

If you are actually severe about your training in management, you will want to commit to the on the internet Master of Organization Administration (MBA). At this degree, management scientific studies are intensified and targeted, enabling you to turn out to be a entire world-course administrator with exceptional qualities of leadership and a properly-rounded ability set. An MBA would also qualify you to go on to the Doctorate degree (PhD) if you so want.

So, quit stalling and search to on the web educational institutions to earn a diploma in management. Submit a request for much more information to a number of selected Online Management Schools on our website and you could soon be on the quickly track to a brighter foreseeable future.

DISCLAIMER: Previously mentioned is a General OVERVIEW and might or may not reflect specific practices, courses and/or companies related with ANY One particular distinct school(s) that is or is not advertised on SchoolsGalore.com.

Copyright 2006 – All rights reserved by Media Positive Communications, Inc.

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About the Author

Michael Bustamante is a workers writer for Media Optimistic Communications, Inc. Locate On the internet Management Colleges, Schools, Universities, Normal Healing Universities, and Vocational Universities at SchoolsGalore.com, your useful resource for higher education.

Are Dysfunctional Managers a Necessary Part of the Business Cycle? Suggested Approaches to Address Dysfunctional Management

Introduction

They cannot manage their own lives, yet they may bully to manage yours.  These are the dysfunctional managers.  They are focused on managing, even micro-managing, the details, getting things done, accomplishing the strategic business plan and meeting the financial goals of the businesses that pay them, but not relating to the people they supervise.  While the success of the business is an admirable goal, during that process dysfunctional managers tend to alienate employees and business partners and may lose their connection with their families.

Traits of the Dysfunctional Manager

Their personal backgrounds and experiences may have included separation or divorce, strained family relationships or alienation from children, smoking and or battling obesity or anorexia; yet, they have been successful in business.  It is an interesting paradox that demands exploration.  How can individuals who are not focused on the people they manage, the opposite of the servant leaders who preceded them, succeed in the 21st Century?  The answer appears to lie in their business successes, the short-term financial and strategic results they can engender, often at the cost of employee or associate engagement, the watchword of the later 20th Century.

A 2007 study released by the San Francisco-based Employment Law Alliance, as reported by the Society for Human Resource Management in an HRMagazine May 1, 2007 article, “Study: Bully Bosses Prevalent in U.S.,” “found that bullying in U.S. workplaces is alive and well.  And, in many cases, managers and supervisors are the bullies:  Nearly 45 percent of the respondents reported that they have worked for an abusive boss.” 

In a September 25, 2000 article by Sarah A. Klein in Crain’s Chicago Business, “Take that you big, bad corporate bully! More firms seek ways to tame uncivil bosses, workers,” reported that “in one national survey, 53% of workers who reported themselves the target of incivility said they lost time worrying about incidents at work, from receiving a nasty or demeaning note to enduring a supervisor’s temper tantrum.  Almost half of the group in the University of North Carolina’s ‘Workplace Incivility Study’ said they contemplated changing jobs to avoid the offender, and 12% actually followed through.”

An earlier recognition of problems associated with dysfunctional managers was addressed in a November 1, 1991 American Management Association article “Coping with Dysfunctional Managers,” in “Supervisory Management.”  That article early in the last decade began to recognize the dysfunctional managers as “adults who grew up in dysfunctional families” and learned special coping skills, not as those adults who became dysfunctional based upon their later life experiences.  Yet that summary, citing an article by Francine S. Hall in the Summer 1991 issue of “Organizational Dynamics,” has some applicability today in its observation that, “frequently, says Hall, the organizational culture unwillingly contributes to a dysfunctional manager’s destructive behavior.  If control, for instance, is valued within the company, the dysfunctional manger might fit all too well into the framework.”

In a June 10, 2008 op-ed piece for “Business Wire” by Stephen Xavier, CEO of Cornerstone Executive Development Group, “Micro-Managing CEOs Are a Danger Sign in This Economy,” Xavier observed “there are also micro-managers who will jump from one large company to another.  Given his record at Home Depot, one would have thought that Bob Nardelli would have had trouble getting hired as CEO of any major corporation.  Yet, this old-school authoritarian CEO has found a home as CEO at Chrysler which unsurprisingly has the same history of poor labor relations, shoddy products and eroding market share.”

In The Dumbest Moments in Business History: Useless Products, Ruinous Deals, Clueless Bosses and other Signs of Unintelligent Life in the Workplace, Adam Horowitz, editor, Portfolio, the Penguin Group, New York, 2004, relates the January 2003, statement of Goldman Sachs Group CEO Henry Paulson concerning the investment banking firm’s employee layoffs for which he apologized to employees by voicemail a week later.  “I don’t want to sound heartless, but in almost every one of our businesses, there are 15 to 20 percent of the people that really add 80 percent of the value.  Although we have a lot of good people, you can cut a fair amount and still be well positioned for the upturn.” (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 clay, molding them into what we want them to become.  But that isn’t the way it really works.  It’s more as if our employees are piles of clay into which we fall—leaving an impression, all right, and that impression is distinctly us, but it may not be the impression we intended to leave.” (p. 41)

Although there has been a wealth of academic research on dysfunctional workplaces and the people who manage them, there has been a noticeable absence of material in the popular literature on the subject of dysfunctional managers.  Some popular management books have addressed the “boss from hell,” such as Managing Your Boss, by Sandi Mann, Barron’s, 2001.  In the section on “dealing with the boss from hell,” Sandi Mann characterizes bosses as bullies if they are continually abusive and arrogant, exploding angrily, constantly criticizing, belittling, ridiculing employees.  Mann suggests that while such bosses, similar to impatient or stressed bosses, achieve their desired results, there are serious consequences to employees due to chronic workplace bullying including serious health problems for employees and lost time to the business. 

A few books, such as When Smart People Work for Dumb Bosses, by William and Kathleen Lundin, McGraw-Hill, 1998, and Crazy Bosses, by Stanley Bing, HarperCollins Publishers, 2007, address the demoralizing short-sighted management decisions, thoughtless actions and rude behaviors of managers and the obnoxious and dangerous insanity of managers, respectively.  The Lundins wrote, “Dysfunction can be the outcome of dumb (inept, misguided, insensitive, power-driven, unfeeling) leadership or dumb (tradition-bound, blind-sided, arrogant) organizational thinking.” (p. 117)  They further wrote, “we predict more and more of what this paradigm example shows as organizations, out of competitive anxiety, dash toward ‘technological fixes’ without considering how the people who have to adapt to those ‘fixes’ need to be helped to do so.” (p.  117)  Stanley Bing writes “bully management is perhaps the most difficult of all tasks for those who wish to survive in a world filled with the impressive variety of sick senior officers.”  (Crazy Bosses, p. 75)  He noted the inconsistent nature of the bully manager with “vast emotional swings depending on mood, often seemingly unrelated to external circumstances,” (p. 75) further noting that “management by terror has been a time-honored technique because it works.” (p. 76)

The Paradox Businesses Face with the Dysfunctional Manager

Many organizations adopted a family style culture during the latter part of the 20th Century.  However, some quickly became dysfunctional family styled organizations, focused on a few functional details that yielded to the short-term success of the organization and its leaders rather than the engagement and empowerment of employees or associates.  Communication, sensitivity and caring, which are at the heart of a fully functioning and competitive organization are hazy or lost in dysfunctional management styles.  After relating many interviews with a variety of employees the Lundins observed “the most compelling observation is how people in power—from those who manage a small department to leaders of multinational corporations—believe they have the right to manipulate and play with the emotions of their employees.” (p. 173)

An example of the bully as a dysfunctional manager is one who appears in a temper at the employee’s office questioning the status of activity or demanding a status report when it was previously provided, but the manager did not take them time to save it or look for it.  Or in the mean spirit of another example, demeaning an employee with years of published and very successful writing experience with the statement “you sometimes write as though English is your second language.” 

The Dilbert cartoon strip by Scott Adams has popularly and perhaps now properly characterized the dysfunctional bullying boss.  In The Dilbert Principle: A Cubicle’s-Eye View of Bosses, Meetings, Management Fads & Other Workplace Afflictions, HarperBusiness, HarperCollins Publishers, New York, 1996, Adams described the change in the management selection process from the Peter Principle of workers being promoted to bosses beyond their levels of competence to the Dilbert Principle of the most ineffective workers being “systematically moved to the place where they can do the least damage: management.” (p. 14)

In The Dilbert Principle Scott Adams shares an email submission that is similar to the statement of the Goldman Sachs Group CEO previously identified in The Dumbest Moments in Business History. 

“A newly appointed VP of my company, in an interview printed in the internal company news rag, made the following comment when asked whether existing employees would be relocated if the company won an upcoming contract, or if the company would instead hire local people:

‘Engineers are basically a commodity.  It doesn’t make economic sense for the company to pay for moves when we can buy the same commodity on site.’

Naturally, this disturbed some individuals in the workforce and a number of them showed up at an all-hands meeting held by this VP a few days later and sat in the front row plastered with signs labeling themselves as ‘Bananas,’ ‘Pork Bellies,’ etc.” (pp. 295, 296) 

Yet, these dysfunctional managers are frequently successful, in a financial sense both as individuals and for their organizations.   In the Human Resource Management article describing the 2007 study by Employment Law Alliance, its CEO Stephen J. Hirschfeld was quoted, that “changing 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 need to draw the line and make sure aggressive workers don’t become abusive managers.”   A Wall Street Journal article viewing the recruitment of chief executive officers observed that the characteristics of recent CEO hires have been focused on specific financial talents, details and successes rather than on the broader team leader or coach models of the past.  A September 1, 1996 article on “Making it, CEO style,” in “Executive Female by D. A. Benton stated that among five personality traits of chief executive officers ”“the higher you go, the more exposure to the big picture you have, the more you might think being detail-oriented is unnecessary.  Wrong.  It’s just the opposite.  According to near-perfect chefs, the higher you go, the more critical it is to be aware of 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 observes “there is tremendous stress these days on liking people, helping people, getting along with people, as qualifications for a manager.  These alone are never enough.  In every successful organization there are bosses who do not like people, who do not help them, and who do not get along with them.  Cold, unpleasant, demanding, they often teach and develop more people than anyone else.  They command more respect that the most likable person ever could.  They demand exacting workmanship of themselves and other people.  They set high standards and expect that they will be lived up to.  They consider only what is right and never who is right.  And though often themselves persons of brilliance, they never rate intellectual brilliance above integrity in others.  The manger who lacks these qualities of character—no matter how likable, helpful, or amiable, no matter, even, how competent or brilliant–is a menace who is unfit to be a manager.” (p. 10)  Drucker concludes, “Organizations are far from perfect.  As every manger knows, they are very difficult; full of frustration, tension, and friction; clumsy and unwieldy.  But they are the only tools we have to accomplish such social purposes as economic production and distribution, health care, governance, and education.  And there is not the slightest reason to expect society to be willing to do without these services that only performing organizations can provide.  Indeed, there is every reason to expect society to demand more performance from all its institutions, and to become more dependent upon their performance.  And it is the managers who make institutions perform.” (p. 526)

Reforming or Reassigning the Dysfunctional Manager

Returning to the American Management Association’s article, “Coping with Dysfunctional Managers,” cited earlier in this article, efforts a decade and a half ago to solve problems related to the behaviors of dysfunctional managers were in their infancy.  That article stated that in solving the problem, “often supervisors of dysfunctional managers mistake behavior problems for management skills problems.  But for the true dysfunctional manager, attending seminars on improving management will have only short-term success.  Once a manager has accepted the fact that he or she is dysfunctional, Hall advises, a recovery program should be sought.  As for organizations, how companies both recognize the problem and effect solutions will be one of the most difficult challenges for managements in the next decade.”

One method to identify the dysfunctional manager to senior management is to allow the manager to demonstrate dysfunctional incompetence in the forum it most frequently appears.  For example, if it occurs in meetings find an appropriate opportunity to invite the dysfunctional manager’s supervisor to a meeting or if it occurs in written or verbal communications seek witnesses.  This may, however, be a long-term effort that may not have a desirable short-term result.  Another approach may be to identify documented problems seeking solutions from appropriate sources.  Still another approach may be to a peer or three level review.

Rather than providing seminars and additional training for dysfunctional managers, the solution may include intensive efforts to identify dysfunctional managers and provide coaching or reassignment when those follow-ups are needed.   One-on-one coaching, engaging a mentor relationship or even peer networking groups with other managers focused on identifying issues adversely impacting the dysfunctional manager’s style may lead to behavior modification techniques.

If the Problem is Not Addressed: Potential for Legislation

Some articles, such as the 2007 Human Resource Management summary of the Employment Law Alliance study on bullying in the workplace, suggest that a growing awareness of the problem could result in the potential for legislation if employers fail to remedy the situation.  That article reported, “There are proposals in about a dozen states for some form of workplace bullying legislation.”  It also referenced “a recent anti-bullying law enacted in the Canadian province of Quebec that gives workers the right to file suit against their employers and to recover damages for ‘any vexatious behavior that affects an employee’s dignity or their psychological or physical integrity.”

Conclusion

The inevitable conclusion, however, is that the cycle of the dysfunctional non-abusive manager may be the right type of manager for the current competitive business environment, facing cost-cutting efficiency, financial challenges and economic declines domestically and internationally.  Since dysfunctional managers may have difficulty self-identifying their need to transition their management style, organizations must be prepared to assist them in that transition through coaching and mentor or peer networking opportunities.  If the dysfunctional manager cannot to adapt hardened characteristics to the amiable and servant leader model of management, reassignment or termination may be the course an organization should consider.

There is hope, however, that in the foreseeable future effective managers with the hardened characteristics of the qualified manager that Drucker proposed, and who remain for the longer term, can adapt those characteristics to the amiable and servant leader model.  That combined model appears to have staying power that will bring longer-term success to the organization and the relationship with its employees or associates.

The Construction Managers Job Outlook

Construction Managers manage and plan construction projects. They also work as general superintendents, construction superintendents, general construction managers, project engineers, or executive construction managers. The job title of the “construction manager” is usually reserved for self-employed or salaried individuals who monitor construction workers and supervisors.

They work on large-scale projects as general contractors and are primarily responsible for every aspect of a given project. Very often, these general contractors have sub-contractors working under them and these sub-contractors supervise specialized work like electrical wiring, plumbing, and heating. Constructing managers have to manage activities and ensure that every activity complies with the engineering and architectural specifications and drawings. Usually, a team of construction managers manages the large-scale projects, wherein every construction manager is assigned with a particular aspect of the project.

Construction managers are supposed to create a schedule that divides the given tasks into a string of logical steps. A well-devised schedule helps managers for predetermining budgets and deadlines. These schedules mostly include the time coordination and the allotting of work to subcontractors. Construction managers are also expected to establish the labor requirements and accordingly employ workers and supervisors. In times of unexpected tricky situations, managers are required to modify their schedules.

Construction managers are expected to track cost overrides, devise reports, obtain building permits, schedule deliveries, monitor progress, check for compliance with building codes, and meet with architects, owners, and engineers.

Education and Training

Given below are the standard educational qualifications needed for the job of a construction manager:

. Bachelor’s degree in construction management, construction, or building science.

. Certified Training from any industry-sponsored educational program.

Construction manager need ample experience in the construction industry, as well as a strong background in building management, science, and business, which are significant characteristics of the construction job.

On the Job

Construction manager usually work from the temporary office located at a construction site or the main office. Construction manager is required to take decisions while dealing with bad weather, delays, and any unanticipated complications. According to the need of the hour, many times construction workers have to stick to a deadline and even work for long hours.

Construction managers constantly monitor job-site conditions and alter their plans appropriately. They always have to be up-to-date with the latest safety issues and subsequently have to adhere to the given specifications and regulations.

Construction managers also analyze blueprints and create budgets, monitor specifications, estimate labor and material needs, track costs and sequence tasks.

A construction manager has to learn to be an intermediary between clients and workers. He should be able to take responsibility and needs to have a wide variety of skills and knowledge. His job may test his knowledge in plumbing, handling electrical boards and working manually with colleagues on site. He should have in-depth knowledge of modern construction techniques, reading and analyzing blueprints and has to manage expenses. The construction work as such demands an organized and discipline lifestyle. A candidate looking forward to a career as a construction manager should have an eye for detail, a good vision and a conceptual understanding of all the modules present in the construction process. Such a comprehensive understanding comes over time and is acquired through experience.

“Respect is important in sports and in business. You can not be successful without respect for the customer or the competitors. Respecting the rules means respect the referee”. Perluigi Collina, Retired International soccer referee, a respected figure among soccer referees in the world.

Collina says, both sports and business are similar when it comes the decision making, a wrong decision can be fatal for both business and soccer. If your decision is getting wrong-footed, you may be ended up in hot water, however if you take the decision under good judgment and the decision should be for the benefit of the business and for the sports, however the wrong decisions may lead to on field battle by the players and spectators and in business doubts created about the credibility of the manager. He says, there are things that could be very similar between his activity and the business world, as for a manger, he has to take decisions very quickly under pressure. Important decisions will have big consequences, if it goes wrong. Another key is that decisions are all about building relationships with players on the pitch and employees in the organizations. Sometimes, the decision the referee takes is accepted not only because it is correct but because the relationships are positive.

The final goal for the referee and for a manger that they are to be accepted even when they are wrong.  It means that the players trust the referee, as if someone trusts the business manger even if he is wrong. The referee is accepted not because of the role but because of what he does on the field.  This is similar the case of a manager. The manager can not be accepted because he is a CEO, but the manager is accepted because he has shown everybody that his way to run a company is correct.

Business leaders need to have an insight into coping under pressure could do worse that to follow the referees, who do not betray some nerves prior to the game probably should not be there. Like referees the manager needs to be little nervous just before taking a big decision. If a manager feels powerful more strong, but there is a limit. If he takes it too far, nerves reduce his performance. Everything which happens on a pitch that also happens round the table. Both the manager and referee face challenges and have to have criticisms, when something happens, the like the manager, referee has also to change the things what can be changed and look to the future and this what the referees and manager do. 

The vital and important key of a soccer referee is the instant and immediate decision making ability, that too in split seconds, there is some relief to the cricket umpires that in cricket matches, the umpire can refer to third umpire for decisions and let them decide, however in soccer no such assistance can be taken from the replays or third umpire, he has to take the decision instantly and immediately and we can see from the replays that 99% of the decisions were correct, in fact referees are not playing spoiling sport, he actually manage a business of 2.00 hours, he can not be partial, even if the spectators think so. They have nothing to do if a team win or loss, they are just managers of a soccer match and once the match is over, they go another assignment. In most of the decisions, though players and their coaches could still be argued the decision is wrong. It becomes more crucial for referee that when taking decisions in a match, which is being watched by millions of spectators around the globe.

If the referee wants to do his best i.e. to referee in big matches, from Arsenal vs Man United to world cup matches, even though it’s still just a game of football and nothing else. Making good decisions is essential even either in EPL matches or in the small matches. There’s been an explosion of exposure lately – every single incident gets noticed and analyzed. Like soccer, the managers are also watched by the directors and stake holders, then the decision should be correct to the great extent. If the referee, they had a couple of cameras at a game 10 years; nowadays for a live match there are numerous cameras, capturing every decision the referee is going to take. If a referee makes a mistake, millions of people are there to blame him, he should be affected only by his desire to do a good job, not adverse publicity. This is similar to the business managers, as these days the media closely watches all the decisions they take.

Both in the business and in sports, the respect is very important; giving and taking the respect, nobody can be successful without giving respect and getting respected for the customers, or the competitors and once you get the respect and trust of players and employees, you are successful and your decisions are respected by everybody. People may not instantly put a name to the face, but once they realize that this is the man who is credited with being the most outstanding referee/businessman, the penny drops. There is some dissimilarity too, in football it is mandatory to retire referee at the age of 45, irrespective of they mental and physical strength, but in business there is no such restrictions, he can perform till his health allows him to do. The qualities required for a good referee and good businessman are the same; they have to have;

To stick eyes on the “ball”

Both should focus on what is going on in the pitch in case soccer and organization or market and without watching following the ball (focus) no manager can take any decision for the benefit of the organization and this is also applicable for referees, once their eyes distract from the ball, wrongful decisions can be made, it may be fatal. It may attract the ire of the spectators and can lead to loss the job. Both should stick on the focus for taking a decision for the interest of the business and the game being played amidst pressure for both sides.

Coping under pressure: Soccer officials are routinely subjected to a wide range of potential stressors, like the businessmen, as both reveal a considerable mental and physical toll. Soccer referees identify spectators, players, coaches, trainers and other personnel as sources of aggression. Unlike the businessman, at the extreme, referees and their assistants have been pushed, punched, kicked, and even shot to death by players, managers, coaches and fans. Referees and their regulating bodies are well aware of these sources of threat, and some attempts have been made to provide psychological training to help them cope.

In addition, match-specific demands are extreme. The referee must have a thorough knowledge of the current laws of soccer and implement them while keeping constant vigilance over complex activities and interactions, whereas a manager should know the market trends, customer trend . Considerable amounts of time must also be spent on pre-match preparation, travel, and post-match reports.

A few studies have examined referee responses to stress, but little was found about the mechanisms which motivate officials to continue their involvement despite the variety of potential physical, social and cognitive factors which are regularly encountered. The present study was designed to allow referees to convey their perceptions, particularly with regard to their methods for coping with demands and abuse and their reasons for remaining referees.

To deal the negativity : Social psychologists have identified a number of cognitive strategies that help people explain and deal with negative experiences. Blaming others for failure while taking personal credit for success, distorting or ignoring unpleasant information, and interpreting one’s motives as principled and righteous, are among the variety of available methods of maintaining confidence in difficult circumstances. Misrepresenting reality with ‘positive illusions’ (Taylor & Brown, 1988, 1994) can ultimately be healthy and adaptive. Indeed, they serve a vital function of removing perceptions of self-blame, protecting from external censure, and providing palatable explanations for disturbing events. In the longer term, they may lead to more positive expectations about the future, greater persistence and self-efficacy. Taylor and Brown (1988) suggest that people who fail to use these strategies are more likely to be anxious or depressed.

To expect the unexpected: Sports performers and coaches often make use of self-serving attributions to explain their own disappointing results. External factors such as bad luck or other people’s incompetence are used to deal with unpleasant experiences, defeats, and rejection, while internal factors such as skill and effort are seen as responsible for victories and other successes. Some analysis showed that players and coaches were more likely to attribute their successes to internal factors, such as skill and determination and their losses to external factors, such as cheating opponents and poor weather. These factors are closely associated with the business managers in various situations.

To decide on personal strengths : Another potentially useful mechanism is ‘illusory superiority’ or self- elevation, where people adopt the view that they have more positive qualities than others and describe their personal strengths as above average compared with those of other people their age. Individuals made more flattering judgments about themselves than others made of them. Individuals also believe their personal relationships are of a higher quality than the relationships of others and remember experiences as more successful than they really were. These factors are also existing in the managers

The managers and the umpires are the connecting link between players and spectators, likewise a manager, who is a connecting link between the employees and the board of directors, stakeholders, the job of a referee and a manager are same in most of the scenarios, though there are indeed some deviations. The keys for success for both are almost all the same – and the most important is the INSTANT DECISION MAKING POWER. Therefore, one wishes to analyze the similarities and qualities of a manager and referee, similar factors impact their performance off and on the pitch/office are vitally required for success, to get respected and to get the reputation of a good referee or a good manager.