BOSSES …BARKING…. BITING…

The word BOSS is used only in title of this article. Many senior managers, administrators dislike themselves to be called as BOSS for obvious reasons. An effort is made here to understand various managerial styles at different levels.

Before understanding the BARK+BITE matrix, let us first understand, who is a Manager? Anyone who is responsible for the job done by others is  manager is the simplest definition of  manager. This means managers exist at various levels, in different organizations- small-big-medium; profit making, non-profit making etc. Educational institutions, religious organizations such as temples and churches are excluded in this discussion.

BARK stands for threatening subordinates either in one-to-one interaction or in front of subordinates. It may be verbal to ensure instant reaction or in written form when reaction from the victim is deliberately delayed. However, verbal or written threat is not converted into concrete action and hence termed as Bark.

BITE means either conversion of earlier threat into action or simply a disciplinary action without any warning. The later is dangerous because it catches employees off guard. Biting takes many forms and ranges from simple show cause notice at one end to termination of employment and stopping of retirement and other benefits to other extreme.

BARK- BITE MATRIX

3- BARKS + BITES	4-DOES NOT BARK + DOES NOT BITE
-                          1-BARKS+ DOES NOT BITE:-	2-  DOES NOT BARK + BITES

 One more point  we have to understand- THE BOSS ALSO HAS A BOSS. Once this aspect is understood and accepted, may be, few of us can empathize with the superior and his whims and fancies.

Secondly, a manager cannot be stamped or put in one quadrant for lifetime. He may move from one quadrant to other depending upon his age, qualifications, years left for retirement, situations such as strikes in organization, nature of subordinates, and arrival of new superior and so on. He is identified with one style which is prominent throughout his tenure as a manager. Managers, administrators of both sexes are included here.

1- BARKS+ DOES NOT BITE: - Managers, falling in this category, are in the truest sense humane. In cases of majority, this is their natural managerial style. In case of few others, style is developed after working in an organization and facing negative consequences of biting subordinates. Managers using this style always have larger picture in their mind (family of subordinate) before barking and not biting.

Barking is effective provided barking is loud enough! In addition, the effectiveness of barking depends upon quality of subordinates. If subordinates are amicable, motivated, then one finds this style suitable. Barking includes- warnings of strict action, threat of transfer to far off places, cancellation of earlier sanctioned leave, assignment of less important job etc. This style is partially suitable in case of female dominated offices.

Barking in some cases has a multiplier effect. Barking at one employee in front of others gives them  signal. Barking should be regular. The release of anger should be regular; only then barking is harmless.

Disadvantage of this style is- once the subordinates know that superior only barks and does not bite, they tend to take things for granted. The subordinates at newly transferred office also learn quickly about new manager’s style from earlier office.

Note of caution-This style is not ideal for managers at start of their career.

2- DOES NOT BARK + BITES- In vernacular language, the manager is nicknamed MEETHI CHHURI. This style is suitable and commonly found for those managerial jobs, which have less accountability, have lot of power and nuisance value. Barring few exceptions, this is not natural managerial style and lot of efforts are made to acquire and practice this style. An important reason for adoption of this style is, the manager himself may have been victim of biting by his superior and hence decides to adopt this style.

In some cases (where facts and figures speak loudly), there is no need to bark. In other cases, introvert managers commonly use this style. They do not believe their subordinates and have a tendency to crosscheck from other subordinates or from external sources. Managers using this style insists on written word and use records and technology before preparing ground for biting. They collect lot of information/evidence against the victim. They also are well aware of the legal hassles involved, possible consequences, likely reaction from subordinate and from others who are not directly affected.

Biting is a special skill. Intensity of bite depends upon the situation, earlier history, hostile unions, etc.

This style is not suitable where female subordinates are in large number, when retirement is around corner.

3- BARKS + BITES- This style is common for managers who-

Work in large organizations.

Jobs are transferable.

Are confident about their decisions.

Not worried about consequences and also enjoys confidence of their superiors

Can differentiate between performing and non-performing employees.

Managers face heat in case of extremely competitive market scenario and are under pressure to perform. Time dimension is crucial and hence both biting and barking is rampant. Subordinates are always on toes because they know that the threat may convert into action any time. The only issue in this style is- every bark should not convert into bite. There should be exceptions; else life for both the manager and his subordinates becomes miserable. The intensity increases at the end of financial year when pressure of reaching targets is very high. In case of mergers & Acquisitions, this style can be commonly found when employees from two ( earlier) organizations are treated differentially.

4- DOES NOT BARK + DOES NOT BITE- The managerial philosophy behind this style is –LIVE AND LET LIVE!

This style is ideal for those managers nearing retirement. Some use this style by default and few clever ones by design. The later ones are those who want to enter consultancy line after retirement in same office and would like to use today’s subordinates as future contacts.

Those who are frequently transferred out of punishment by their superiors follow this style.(A small minority in spite of transfers keep on barking and biting).

They are the first choice of their subordinates.

The flop side is- on many occasions, they cannot take firm stand on some crucial issues- an essential quality for managers. They keep issues pending for successor. They take extraordinarily long time for decision making. They have tough time during subordinates’ appraisal. They do not create a coterie of their own nor are interested in getting information on what is happening in organization. On time dimension, they are poor performers. Subordinates, once clear on the trait of their superior, use very creative tactics  to their advantage. If the manager is tech-poor, his subordinates take undue advantage of his disadvantage.

To conclude, a manager may be in any one of the quadrant but may move to other depending upon situation in an organization.