Blog Article Example | Topics and Well Written Essays - 1250 words

Blog - Article Example The organizations, big and small, scattered around the globe tend to have more than their ample share of what may be called the bad managers, whose only concern seems to be to mar the organizational efficiency and nip the talent right in the bud, wherever it is deployed within or outside the organization, thereby restraining the organization from achieving the levels of productivity and efficiency that may shock the shareholders, pushing most of them towards a premature stroke or heart attack (Lussier and Achua 5). One other role of bad managers is to give way to a pervasive despondency, apathy and cynicism within organizations so that employees may genuinely end up believing that they scarcely deserve a promotion or a raise, thereby sparing the organizations from splurging much money in the name of motivation and efficiency. When it comes to recruiting bad managers, the organizations may complain of a serious dearth of real talent. However, the good news is that bad managers happen to be just like regular managers with a discerning pool of skills and abilities at their disposal, which help them justify their title and denomination. While talking of bad managers, the one person that emerges on the canvass of my memory is Mr. Dam Doolittle, a paragon of managerial dexterity and a virtual paradigm of a bad manager, whom I came across while working in a local advertisement firm. One thing that outshined Mr. Doolittle from the pool of inefficient menials working under his tutelage in the firm was his panache for professional outlook. Mr. Doolittle had a passion for designer suits, ties and Italian patent leather shoes. Perhaps his guiding maxim was that if one successfully managed to look like a manager, than perhaps 99 percent of one’s job is done. No wonder, Mr. Doolittle’s managing acumen stood to be merely skin deep and superficial like the garishness of his apparels. However, sadly, this was not the be-all and end-all of his managerial acumen and talent. Mr. Doolittle indeed was endowed by the providence with some rare and special skills that aptly placed him at an assorted place in the hall of fame of the worst managers. His reputation was indeed well deserved and well earned, scarcely impervious to any tarnishing by the ravages of time or bursts of organizational change. When it came to micro management, it goes without saying that on this entire globe there scarcely existed a manager born of a human womb that could match the adroitness of Mr. Doolittle. Mr. Doolittle scarcely believed in the obsolete concept of ‘vision’. He was a stickler for change. He believed that in the current times defined by fast altering consumer preferences and the onslaught of digital solutions, ‘vision’ happened to be a thing of the past. He not only believed in leading from the front merely, but generously spread his management talent, right, left, behind and center, firmly convinced that the day he contracts his man agerial acumen from the floor, the business will virtually fall down on its knees. He believed in ruthlessly cracking the whip whenever and wherever the need be, luckily restrained by the organizational norms from wielding a whip in the literal sense. Being deprived of the superfluous notion of vision, the employees mostly felt insecure, confused and intimidated, and that is how Mr. Dam Doolittle expected them to be (Benfari 109). Esteemed to be a manager worth his salt, he had