A Director and good for nothing it a farce in the region (!!!!!!!!)
Closed oor policy:
Usually you find the failed Director surrounds himself by fencing of people around him preventing you from meeting him and you find his doors are always closed, to reach to these closed doors must pass on persons with different titles and positions of to even pass what you want to this kind of managers; so you must speak first to all of these people, and you must spend considerable time with them to explain your request for one after the another.
The bottom line: The failed Director builds a fence between him and his subordinates by those people around him.
Central decision-making:
One of the important things with the failed Director exclusivity in decisions making for the work and staff, and not listening to the views of his subordinates or the work leaders on an ongoing basis for each large and small thing, and he consider himself a person who has knowledge and experience, he felt that such subordinates are less knowledgeable and less experienced their views shouldn’t be taken. It is natural then to be a failed director at the first-class after failing to create a second row that can follow you in your position, and make sure that who frightened that assume that people will take his place are vulnerable people who are not worthy of the job, and it is not good for the work to keep these people who are Feared for their position.
Not listening to others:
The manager, who we're talking about, found it difficult to listen to his friends who works with him, because he thinks that it is a waste of time or partial busier things are not important.
Company Regulations:
Maybe the person in charge didn’t find himself guilty, we cannot charge him if he draws too much attention to the application of laws, and works on it’s application carefully, but the situation is different with the failed Director he is Appling Inanimate theories and regulations on people have feelings and have their Stances, and the (Stance) had entered to the management theory and it Shook the deep-rooted ideas and visions for the administrative work, and make administrative intellect takes a more difficult curve and the bigger in terms of challenge and the need to make a (balance) for the administrative process.
Make sound decisions:
The failed Director way of thinking characterized as a non-systematic and non-scientific way of thinking, it is the essential characteristic of this way of thinking that is not organized and illogic and described as prejudices and emotional way of thinking, and modest thinking devoid of innovation and creativity, and adopted decisions on inaccurate information and diagnoses and does not encourage subordinates to participate in the diagnosis or decision-making.
Power and regulation:
Concept of authority when to the failed Director fundamentally different from the concept of authority to the rest of the managers, He thinks that the Authority is a right given to him from the top to bind the others, also he thinks that the authority is the power of the acceptance of followers from the bottom, and imagine that the authority exercised directly. We can say shortly: that the failed Director understand the authority as if he owns it, he is the one who dictates what must be done, he see the authority is requiring a particular work from others. Consequently, the failed Director consider the concept of organization that the organization of an individual , no one else can do what he is doing.
Control definition in the failed Director opinion:
The concept of the Failed director to control is "to control others and to know everything about them and what is going on between them at work," It is important for the failed Director to control his subordinates and to reduce their activity.
Preparing new leaders:
One of the wrong things that the Failed director do is to left out something very important; which is to raise the level of staff to fit the management and occupy a second leading row. As we mentioned previously that he believes that in order to preserve his position, he should not enable others to reach to his position or at least a lower level, so in his point of view not to upgrade the level of his subordinates.
work Motivation:
sharing anyone in solving it, And the staff do not feel the problems facing the organization that brought them together with the Director , and with this situation, each worker loses a strong incentive to complete the success of the work assigned to them; because they lack the incentive to do so.
Equality:
Equality is not important for the manager who we're talking about, and it may vanish completely, he make some employees over others in many of the privileges, and then the disintegration and disharmony of hearts became the dominant feature in the organization, which causes the weak production, the concept of equality doesn’t mean to make non-equals equal, but it means making the equals equal, otherwise it is an injustice and prejudice against the high achievers.
Personal privileges:
as a manager he found himself suddenly able to come late, leave late, or absent more than an hour during lunch time, or make personal contacts from his luxury office, and became obsessed by his stature and his authority in the new wide, he become exercising these authorities in its many forms. But this manager forget that all eyes are watching him, and forget that he is an example to all who work with him, and that he should be a role model, It is assumed that workers or employees in the organization follow him in all his actions, in all his actions, but you Dear Director do not expect to make others do their best, If you were not with them to motivate them to that
