Why traditional managers should convert to modern managers

Traditional managers tend to reflect a hierarchical culture of management style. Decisions and intelligence of the company are tightly controlled. The manager or leader tends to be at the center of all activities, showing his or her autocratic behavior through the way he or she issues instructions and commands, and through the way he or she exchanges and communicates information. There is a perceived distance between the leader and his subordinates, and trust issues often become an obstacle to the efforts of team members. The leader often feels that he alone is responsible for the success of the team or department. Top management focuses on the consistency and obedience of employees to the management of the company, does not advocate individual innovation and initiative, and does not encourage employees to take risks, over time, the company will fall into a dead management state. At this time, talented employees are often suppressed and sidelined, their talents and professional skills are also limited; grass-roots managers have lost the opportunity to seek corporate development or create new ideas of passion and motivation, they do not care about what happens and how to solve the problem, but to do the job that must be dealt with.

Modern managers are more inclined to provoke, support and encourage. Focus more on the "person"; prefer to let the other person discover the answers and not see themselves as know-it-alls or experts; allow individuals to set their own learning goals; follow the learner's own way and help them focus on what they want to accomplish; ask lots of questions to increase the learner's sense of self-awareness and responsibility; and focus on long-term behavioral change. on long-term behavioral change. Comparing traditional and modern managers, the latter is more suitable for management in a knowledge-based economy and focuses on people-based management.