Most people get stuck on the career advancement ladder just because they lack the skills to effectively manage their boss. For those who experience delay in their career despite having the necessary skills to be successful, they should review their relationship with their boss. If they know you are not friendly, they must do something about it urgently. And I have provided a solution in this question titled “Is your boss difficult?”
It is written by Richard Dare Ajiboye, a Human Resources Intern who has a Higher National Diploma (HND) from the Federal Polytechnic, Ado Ekiti, Ekiti State; Postgraduate Diploma from Nigerian Institute of Journalism, Lagos, Lagos State and Master of Business Administration from Ambrose Alli University, Ekpoma, Edo State, all in Nigeria.
Ajiboye is an associate member of the Nigerian Chartered Institute of Personnel Management. A motivational speaker, the author is Assistant Secretary General, Corporate Affairs of the Nigerian Bible Society.
Note that basic information about the book is included in chapter one.
Structurally, this text is divided into ten chapters. As already said, the introduction constitutes chapter one of the text. In this chapter, the author, through a random survey carried out in mid-2006 in some Nigerian companies, offers the aggregation of opinions of subordinates about who is a boss, based on the relationship between them and their bosses.
According to one of the respondents, “A boss is a person with authority in a workplace or situation. He or she is responsible for actions taken in a department or organization. My relationship with my previous and current bosses has been cordial, and this has helped me shape my business life. “
Another respondent said: “Usually my current boss is an autocrat. He throws papers at me when I do something wrong, yells, insults and takes me out of his office. He likes to ask questions even when I am expected to talk to him.” I … The only option to get out of their pressure would be to look for a transfer or change jobs. “
According to Ajiboye, it is quite obvious that if more people were allowed to express their views, they would continue to revolve around positive or negative comments about who a boss is and the relationships that exist between them and their bosses.
The author adds that the obvious is that individuals have described their relationships with their bosses and who is a boss from their personal background. Ajiboye asks if any of the negative views of the respondents describe the relationship with their current boss, and emphasizes that if this is the case, all hope is not lost.
The author says that it is easy to manage subordinates by virtue of the power and authority that a leader has. Ajiboye educates that the boss has the carrot that he gives for good performance and the cane that he uses when subordinates violate organizational or work standards.
He explains that most people handle their subordinates well, although there are sometimes problems doing so due to human complexities. Managing the boss is often more problematic because influence in this case can only be persuasive and nondirective, Ajiboye says.
He adds that the boss reserves the right to give in or not to the persuasion of subordinates. Ajiboye cautions that if you are aware of the simple fact that your boss’s success is yours in some way, you will do everything you can to be successful.
Chapter two is based on the topic of boss types. According to the author here, just as human beings are different in personality, also the heads are different from each other. Explain that no two people have exactly the same personality traits. Such differences, no matter how small, would make a big difference in relationship, perception, decision-making and problem-solving approaches, Ajiboye adds.
In his words, “You can make a serious mistake when comparing your boss with others or with any of your former bosses. You are a unique and completely different person. The sooner you realize this and treat it accordingly, the better. The secret. To ever be successful “in any relationship, the inclusive work environment, is the ability to understand and appreciate the differences between people.”
The different types of bosses identified by Ajiboye are the autocratic / achievement-oriented bosses; people-oriented boss; head of laissez-faire and situational boss. This author says that an achievement-oriented / autocratic boss is one who is results-driven and doesn’t care how results are achieved, especially since he has a dictatorial bent.
As for a people-oriented boss, Ajiboye educates that this type of boss, although interested in obtaining results, is primarily concerned with the well-being of the staff and is democratic in nature and aware of collective commitment or teamwork.
According to the author, a laissez-faire boss is indifferent in his style of doing things and often sees his subordinates as technocrats who should know what to do at any given time. As for a situational boss, Ajiboye educates that this is a complete person in subordinate leadership. The author emphasizes that a situational boss is a combination of the three types of bosses mentioned above and leads based on the situation, the person, and the time.
In chapters three through six, Ajiboye analytically analyzes concepts such as functions of an executive; how to understand your boss; managing the relationship with your boss and the skills needed to manage your boss.
Chapter Seven is titled “Tips for Managing Yourself.” According to the author here, it’s pretty obvious that managing your boss successfully starts with how well you can manage yourself. The author adds that it will be absolutely difficult for a person who lacks the proper qualities to handle himself to properly handle another person.
He says that most of the leadership problems that have been experienced are not disconnected from the fact that people who are not mature enough to manage themselves are for the wrong reason or another made to manage others.
Ajiboye emphasizes that to be a good manager, you need to be able to plan your days and activities; stay calm under pressure; develop; Maintain good health and minimize your expectations of people.
In chapters eight through ten, you discuss tips for managing your boss; why your boss might be difficult and conclusion on how to achieve an effective relationship with people.
Stylistically, this text is on the highest rung of the ladder. For example, the text language is standard and is embroidered with good word order and accurate diction. The concepts also reflect a high level of primary and secondary forms of inquiry, as well as a logical presentation.
To reinforce readers’ understanding and constantly remind them of the thematic direction of the text, Ajiboye uses a paraphrase technique to achieve conceptual reformulation. In addition, the interrogative mode of the title creates suspense, arouses and easily maintains the interest of the readers, while the design of the outer cover reinforces the title.
However, some punctuation and interpretation errors are observed in the text, for example, “Executive Director, Human Resources, Cadbury Nigeria Plc” (page 28), instead of “Executive Director, Human Resources, Cadbury Nigeria Plc”; “He is the AGS – BSN Corporate Affairs” (page 28), instead of “He is the Deputy Secretary General, Corporate Affairs of the Nigerian Bible Society”, etc.
Generally, this text is a sample of a high level of intellectual interface, reflecting a perfect combination of human resource management and motivational speech forms. It is a must read for all subordinates, managers, CEOs, entrepreneurs, and organizations who appreciate corporate success and harmony.
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