Management styles are widely explained and explored in the literature and various theoretical
accounts - descriptive and analytical, often prescriptive and not predictive - are available to
throw light on the occupation of management and the behaviours associated with being a manager.
Even the following list is not exhaustive.
Yet - as Furnham (1998) points out, jokes about managers and management are legion and are usually derogatory. Here the powerless seek to ridicule the powerful. The jokes may illustrate lack of respect, an effort to subvert, an expression of a group value e.g. we are OK , he/she/they are not. The stereotyping and back-biting may be part of politics - to marginalise the other. The joke may be just good fun - human, an attempt to relax formal authority and status levels between people. The jokes are fun. The jokes - in their context and how they are used - tell a tale. Furnham in this introduction reminds us of the following funny but maybe biting definitions.
| Joke | Description |
|---|---|
| Mushroom Theory of Management | Keep your staff in the dark and once a week feed them a load of b...-...t |
| Seagull management | Flying into an organisational department or division, dumping over the employees and flying out again |
| Kipper management | The two faced, filleted fish of a manager who has no guts. |
| Juggler | Keeps many balls in the air whilst always protecting their own |
| Absentee manager | Always off on a trip somewhere - too busy to manage - out doing other things or maybe hiding. |
In a similarly simple but jingoistic vein, Tom Peters, the management guru, in an article in the Independent on Sunday 26 March 1995 offered ideas on "eight pillars of wise leadership". This is very much a traits list - and of course we can add many more traits - but those he refers to are interesting. He argued that leadership has a less majestic side and suggests that the best leaders are:
Referring to "pillars of wise leadership" is a literary device. Remember Lawrence of Arabia (T.E. Lawrence) displayed leadership abilities in difficult circumstances. He was loved by his supporters but did not really understand the politics, had a naive view of inter-tribal rivalries and became isolated by his organisational superiors. Yet his Seven Pillars of Wisdom offers the reader insight into his thoughts and struggles.
Many management theorists and everyday on-lookers (you and me) elaborate complex arguments about the need for this type or trait of manager or leader in both political and business worlds. It is true to say that managers are easily criticised for lack of some or other leadership character. Furnham's book is dedicated to
" the things managers do and believe. it is about the myths they hold and why so many managers are, in effect, incompetent. It aims to educate and amuse.....".
Yet it is right to say that managerial and leadership initiatives and skills are needed in any enterprise where coordination of groups of people is involved. Benefit is obtain by someone intervening to bring others together in some form of concerted action. As many have stated before the social skills of leadership emphasise good staff management skills (planning, organising, energising and controlling tasks and activities - but and all importantly by - the mobilisation of the commitment and energy of others (the followers or staff).
Modern organisational jargon includes enabling, vision, empowering others and remaining sensitive to the interests and aspirations of others. Behaviours which help these things to happen are complex and profound. They are integral to the person and the mix will vary from person to person - yet each may achieve a similar result. Others - followers or on-lookers - will evaluate their behaviours of the manager/leader and will pass judgement. However this judgement will always be based on their standards, criteria, expectations, preferences and even resentments. The judgment may be accurate - mostly it will be selective and partial - even though it may be validated by others who feel the same way. Their experience and insight also is selective and partial.
Those who through their own volition or because they were in the right place at the right time find themselves in demanding leadership roles may have gaps in the comprehensive range of role related competencies that are called on from time to time.
Peters "eight pillars of wise leadership" presents eight cameos - maybe metaphors - of managerial types that have less than neutral descriptions. Many of these are power oriented - and power is too infrequently referenced in the managerial literature. His eight types are
shrewed and able to weave their way through a political maze particularly if they are to be influential in a substantial organisation where there are many other powerful players and side-shows. Having access to the leader empowers those who are seen by others to have the "manager's ear". they must play some games close to their chest - offering an negotiating favours (support relationships).
Will this involve dishonesty - as a means to an end, a rightful means to a rightful end, wrongful means to a rightful end, wrongful means to a wrongful end? Is it unethical to put a particular spin on an issue or offer misinformation or simply not revealing information about a personal stance or position? Saintliness and pure honesty requires trust and placing oneself completely in the hands of the other person - believing that they will not exploit your position. Public consistency is vital to maintain a virtuous reputation as a fair, honest, trustworthy person. Exposure as a dishonest, double dealer can be personally damaging.
The manager will be a member of many constituencies - each having their own expectations.
Do these cameos present a cynical picture or an honest everyday one that reflects the political and power related aspects - the rough and tumble of organisational life? Leadership theory and managment development tend not to explore the reality of this rough and tumble. Furnham's jokes remind us of the scepticism and resentments of followers and - through the joke - their effort to find release through humour.
