TRADITIONAL ROLE OF A MANAGER

The managers earlier were directing the employees rather than instructing them. They were
just issuing the directions to them and wanted the work assigned to them completed by
hook or crook.
Another thing prevalent earlier was that the managers didn’t have trust in their employees
and they use to micromanage each and everything. Due to which they were hesitant in
delegating their work to their subordinates.
Moreover, they used to needlessly monitor other people’s work. This tendency of
traditional managers restricted the employees’ ability to develop their thinking and decision
making which is one of the most important thing needed to help organisations to remain
competitive.
The traditional managers believed that they didn’t need the aide of anyone and they use to
make all the decisions by themselves without including the employees in the same.
The managers at that time were just focusing and applying what they already knew. They
were implementing the same techniques in different situations. They were not open to
think beyond their knowledge and introduce some innovative methods to tackle the
complex situations.
They thought solving a problem is a substitute for growing a business. Their job was just to
put out the fire rather than finding better ways to operate the firm by challenging people to
discover new and better ways to grow.
The thinking of the manager matters a lot. Earlier his thinking was more of an employer
rather than that of an entrepreneur. Not thinking like an entrepreneur simply means
narrowing down the perception.
The traditional managers are well known for their rigidity. They never supported change
rather they used to resist changes in the organisation.