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@@ -3,14 +3,10 @@ Educating every employee of the organisation. Looking after the long-term profes
Educating every employee of the organisation. Looking after the long-term professional development of their employees. Bringing the team together whilst also evaluating each individual’s progress. B) Authoritative managers # Authoritative managers make sure that they are handling most of the decision-making and task delegation by themselves, whilst also making sure that they are maintaining a strict protocol in their office. They most often focus on adhering to rules and making sure that employees complete tasks as per the company’s standard of quality. Some of the common qualities of an authoritative manager include:"><meta property="og:locale" content="en_us"><meta property="og:type" content="article"><meta property="article:section" content="uninotes"><meta itemprop=name content="Unit 2"><meta itemprop=description content="April 12, 2026 # Behaviors of Managers # A) Coaching managers # Coaching managers usually take on a teacher-like role, and they have an excellent understanding of the different stages of professional development. They love to motivate their employees to improve. They do this by helping them build strong personal relationships. Some of the most common qualities of a coaching manager include:
Educating every employee of the organisation. Looking after the long-term professional development of their employees. Bringing the team together whilst also evaluating each individual’s progress. B) Authoritative managers # Authoritative managers make sure that they are handling most of the decision-making and task delegation by themselves, whilst also making sure that they are maintaining a strict protocol in their office. They most often focus on adhering to rules and making sure that employees complete tasks as per the company’s standard of quality. Some of the common qualities of an authoritative manager include:"><meta itemprop=wordCount content="1156"><meta itemprop=keywords content="S1,PBM DCM1110"><link rel=stylesheet href=/css/custom.css><script>(function(){var e=localStorage.getItem("theme");e&&document.documentElement.setAttribute("data-theme",e),localStorage.getItem("f4_username")==="hyzen"&&document.documentElement.classList.add("hyzen-user")})()</script><script async src=https://plausible.freedoms4.org/js/pa-5BKl0z0RLzwrclKq4y-qk.js></script><script>(window.plausible=window.plausible||function(){(plausible.q=plausible.q||[]).push(arguments)},plausible.init=plausible.init||function(e){plausible.o=e||{}}),plausible.init()</script></head><body class=body><header class=header><div class=brand><img src=/logo.png alt="Freedoms4 logo"><h1>Freedoms4</h1><div class=brand__actions><button class=theme-toggle id=theme-toggle aria-label="Toggle theme" title="Toggle dark/light mode">
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› <a href=/uninotes/s1/>S1</a> › <a href=/uninotes/s1/pbm-dcm1110/>PBM DCM1110</a> › <a href=/uninotes/s1/pbm-dcm1110/unit2/>Unit 2</a> ›
<span>Self</span></nav><div class=uninotes-meta><span class=uninotes-meta__pill>S1</span> <span class=uninotes-meta__pill>PBM DCM1110</span>
<span class="uninotes-meta__pill uninotes-meta__pill--self">Self</span></div><h1>Unit 2</h1><details class=toc><summary class=toc__summary>Table of Contents</summary><nav id=TableOfContents><ul><li><ul><li><a href=#april-12-2026><em><strong>April 12, 2026</strong></em></a></li></ul></li><li><a href=#behaviors-of-managers>Behaviors of Managers</a><ul><li><a href=#a-coaching-managers>A) Coaching managers</a></li><li><a href=#b-authoritative-managers>B) Authoritative managers</a></li><li><a href=#c-results-based-managers>C) Results-based managers</a></li><li><a href=#d-strategic-managers>D) Strategic managers</a></li><li><a href=#e-proactive-managers>E) Proactive managers</a></li><li><a href=#f-laissez-faire-managers>F) Laissez-faire managers</a></li><li><a href=#g-democratic-managers>G) Democratic managers</a></li><li><a href=#h-visionary-managers>H) Visionary managers</a></li><li><a href=#i-transformational-managers>I) Transformational managers</a></li><li><a href=#j-charismatic-managers>J) Charismatic managers</a></li></ul></li><li><a href=#characteristics-of-managers>Characteristics of Managers</a></li><li><a href=#managerial-skills>Managerial Skills</a><ul><li><a href=#a-conceptual-skills>A) Conceptual Skills</a></li><li><a href=#b-human-skills>B) Human Skills</a></li><li><a href=#c-technical-skills>C) Technical Skills</a></li></ul></li><li><a href=#roles-of-a-manager>Roles of a Manager</a><ul><li><a href=#a-interpersonal-roles>A) Interpersonal Roles</a></li><li><a href=#b-informational-roles>B) Informational Roles</a></li><li><a href=#c-decisional-roles>C) Decisional Roles</a></li></ul></li></ul></nav></details><h3 class=heading id=april-12-2026><em><strong>April 12, 2026</strong></em><span class=heading__anchor> <a href=#april-12-2026>#</a></span></h3><h2 class=heading id=behaviors-of-managers>Behaviors of Managers<span class=heading__anchor> <a href=#behaviors-of-managers>#</a></span></h2><h3 class=heading id=a-coaching-managers>A) Coaching managers<span class=heading__anchor> <a href=#a-coaching-managers>#</a></span></h3><p>Coaching managers usually take on a teacher-like role, and they have an excellent understanding of
@@ -54,4 +50,4 @@ manpower among different departments or projects. Effective allocation ensures t
are met and the organisation runs efficiently.</p></li><li><p>Negotiator: The manager represents the organisation in negotiations with employees, suppliers,
customers, or other external parties. They work to reach agreements that are beneficial for both
the organisation and its stakeholders.</p></li></ol><nav class=page-nav><a class=page-nav__previous-link href=/uninotes/s1/pbm-dcm1110/unit1/>← Unit 1</a>
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