10 Different Types Of Bosses
knows what each employee is capable
• The Workaholic - The workaholic is a
boss who tends to work overtime, even
through holidays. They are usually very
keen on finishing projects on time, and
will suggest extra work hours in order to
achieve this. Most of them hardly go on
sick days, or take leave from the office.
• The Visionary - Visionary bosses tend to
dream a lot about the company’s
potential, and the future. They have a
lot of ideas about which direction the
company can take, but usually lack the
initiation capability.
• The Micro Manager - are dreaded in
any workplace. Most bosses tend to
become micro managers whenever the
company is making losses. They will
start concentrating on every single
action you make, be it work or non-
work related.
• The Pace-setter - like to gauge their
employees by giving them constant
tasks in order to find out how good they
are. They might give you challenges to
accomplish by a certain time, while
expecting nothing but the best from
you. They always expect things to be
done better and faster each time.
• The Under Qualified - This boss is one
who is less educated than you, or
knows little about the company and its
processes. These bosses tend to be the
creation of their own employees, since
they will rely on you to provide
information they might not be aware of.
Never underestimate or undermine
their power.
• The Squeezer Boss - The squeezer boss
of, and they “squeeze” every last ounce
of talent from the employee.
• The Intimidator - These bosses are
often called dictators as well. They
resort to intimidation tactics, such as
yelling, when communicating with their
employees. They will definitely scold
you if you fail to perform in a
satisfactory manner.
• The Traditionalist - These bosses tend
to stick to old company traditions, and
they may bring this up during meetings.
They have probably been in the
company for a very long time and they
don’t take kindly to change.
• The Unpredictable Boss - These bosses’
actions are hard to predict. Whereas
they may be satisfied with something
today, the same may not necessarily be
true tomorrow.
• The Perfect Boss - Perfect bosses are
people who treat everyone in the
workplace fairly. They listen to
suggestions, and are willing to give you
space to do your work. They will advise
you on your career prospects, and
might help you achieve your career
goals.
SUPERVISING ONE’S SUPERIOR
Superior/Boss
- A person in charge of a worker or an
organization
“managing your superiors”
According to John J. Gabarro & John P.
Kotter, the term is used to mean the
process of consciously working with
your superior to obtain the best result
for you, for your superior and the
company itself.
Ways on supervising one’s superior
Commmunication
• Analyse relevant data regularly & keep
him informed so that he can make fast
decisions.
• Facts and figures must be accurate &
opinions balance.
Relationship
• your individual strengths & weaknesses
will determine the tone of the
relationship.
Keep your promises
• when you accept an assignment, follow
through fanatically. Never over-commit
& always deliver.
Take your job seriously
• Your boss doesn’t expect you to be
perfect but when it’s obvious that truly
care about what you do. Be serious
about your job but be willing to laugh at
your own foibles.
Advise but then obey
• When you see your boss about to make
foolish decision, suggest a better
alternative. However, once your boss
made that decision, stop second
guessing & do your best to implement
it-regardless of whether you agree.
Provide solutions not complains
• Nothing irritates a boss more than
being forced to listen to you telling
about things that either your not willing
to change or are outside boss’s ability
to change. Don’t bring up a problem
unless you have a solution in mind.
Make your boss successful
• regardless of what it says on your job
description, your top priority is always
to make your boss successful.
Challenges in the new millennium
Globalization will continue to intensify the
cross-border of investment capital,
technologies, talents, and other resources, as
service companies seek newer markets, link
with foreign business partners, and capture
location specific opportunities. Service systems
engineers/leaders need to prepare themselves
for this future by being capable of eight
functions:
Thinking globally, acting locally.
• The principle that you consider the
global impact of your actions.
Recognizing new local opportunities and
mobilizing the required corporate and other
resources to capture them effectively.
• The more diverse your life experiences,
the more you'll be able to see patterns
and parallels across seemingly
unrelated fields. A business must
translate the strategy into process
terms and into specific process goals
and outcomes
Engaging in open innovation to foster the
creation of strategic differentiation
• So what is differentiation strategy? It's
an approach that a business takes to
develop a unique product or service
that customers will find better than or
in another way distinctive from
products or services offered by
competitors.
Creating business partnerships and alliances on
a global scale.
• Forming economies of sale
Enhancing competitiveness
Dividing global business risks
Setting new standards
Entering new foreign markets
Overcoming competition
Managing global teams and members with
diverse backgrounds (e.g. , culture, business
practices, language, and value) to pursue
organizational objectives.
Resolving conflicts on planning, organizational
and personal types.
Implementing local and emerging technologies
to add value.
Investing to master location-specific business
factors (culture, language business
methodologies, governmental regulations,
personal network, etc.).
Roles of technologist versus
managers/leaders
Technologist
 The essence of a technologist is the
mastery of a whole field with a broad
and deep understanding of the
technology; the processes, systems,
tools, and techniques necessary to
construct, modify, operate, and
maintain the engineering design.
 Engineers work with nature and its laws
as revealed by science. Technologists
work with tools, processes, systems,
and artifacts. The engineer makes with
the mind, the technologist works with
the mind and with the hand.
Role
• Communicator - Ability to translate
technology concepts in non-technical
language to project stakeholders
• Technology Advocate - Ability to
present vision and inspire enthusiasm
for the technology and what it can do in
the space
• Futurist - Ability to look at emerging
technology trends and apply them to
the specific domain
• Strategist - Ability to identify potential
solutions and select the best path
forward for the overall project from the
technology perspective
 • Researcher/Tester - Ability to research
new technologies and their applicability
to project needs
• Implementer - Project management;
resource and personnel management
Managers / Leaders
 a person responsible for controlling or
administering all or part of a company
or similar organization
 The main difference between leaders
and managers is that leaders have
people follow them while managers
have people who work for them. A
successful business owner needs to be
both a strong leader and manager to
get their team on board to follow them
towards their vision of success
Three Primary Responsibilities
• Quality – Providing good play
opportunities and continousily
improving what you do by using
standards.
• Budget - The manager will usually be
the one who is responsible for setting
the budget. The manager must inly
spend the budget on what has been
agreed and must never overspend.
Budget Considerations
 Staff
 Premises
 Equipment
 Training/Development of staff
 Heating, lights, water
 Food
• Staff
 Hiring
 Retaining
 Firing
 Development/training
 Managing sickness
F.W TAYLOR (1856-1915) Scientific
Management (1900-1930)
• Human being s are predisposed to seek
the maximum reward for the minimum
effort
• Mangers must lay down in detail what
each worker should do, step by step.
Ensure through close supervision that
the instructions are adhered to and to
give positive motivation link pay to
performance.
ENGINEERING MANAGEMENT
• IS DEFINED A MUTIDISCIPLINARY
ENGINEERING FIELD THAT ADDRESSES A
SERVICE SYSTEM FROM THE
MANAGEMENT, LIFECYCLE, AND VALUE
CREATION PERSPECTIVES.
PROJECT MANAGEMENT TERMS
• WORKPLAN - IS AN OUTLINE OF A
GROUP OF GOALS WITH THE HELP OF
WHICH PROJECT TEAM CAN REACH
THOSE GOALS.
 • RISK MITIGATION - IS THAT PROJECT
MANAGEMENT TERM WHICH
IDENTIFIES THE RISK.
• ACTIVITY - DEFINED AS THE SMALLEST
PART OF THE PROJECT.
• BRAIN STORMING - THE TECHNIQUE
USED TO CALCULATE SOLUTIONS AND
RISK
• BUSINESS PLAN - IS TERMED AS A DOC
FILE WHICH EVINDENTLY DESCRIBES
ABOUT THE PROJECT GOALS.
• COST ESTIMATION - IS ONE OF THE
MOST POPULAR PROJECT
MANAGEMENT TERMS AMONG
PROJECT MANAGERS.
• RISK MANAGEMENT - IS WORTH TO BE
INCLUDED IN THE LIST OF TOP PROJRCT
MANAGEMENT TERMS.
• TIME MANAGEMENT - IT HELPS TO
CALCULATE THE TEAM EFFICIENCY.
• RESOURCE CALENDAR - IT IS USED TO
CALCULATE THE HOLIDAYS
• NETWORK DIAGRAM - INDICATES THE
FLOW OF ELEMENTS IN THE PROJECT.
SKILL SETS FOR SERVICE SYSTEMS
PROFESSIONALS
Composite Service Discipline
• Vision and leadership
• Creativity and innovations
• Productivity and value creation
• Design and development
• Customer focus
• Ethics and professionalism
• Globalization
12 Categories of Skills
• Management of service systems
• Operations of service systems
• Service processes
• Business management
• Analytical skills
• Interpersonal skills
• Knowledge management
• Creativity and innovations in services
• Financial and cost analysis and
management
• Marketing management
• Ethics and integrity
• Global orientation

SKILL - An ability to use one’s knowledge

effectively and readily in execution or
performance.

Vertical ( DEEP) : Specific training with

technological depths.

Horizontal ( Broad): Based training to facilitate

team work in multidisciplinary environment

Service Mindset - is an outlook that focuses on

creating customer value, loyalty, and trust.