Dr. Anitha Ramachander
Director and Principal
The Oxford College of Business Management
Dr. Anitha Ramachander is a dedicated and committed professor with over two decades of experience in teaching management courses at undergraduate and postgraduate levels. She has guided numerous research scholars for their doctoral programs and served as an examiner and reviewer for doctoral programs across various universities. With a remarkable 29-year career in conceptualizing, developing, and deploying solutions in management education, she has been instrumental in establishing several institutions and introducing various tie-up programs.
Known for her leadership skills, innovative problem-solving abilities, and excellent interpersonal and communication skills, Dr. Ramachander is a regular contributor to HR-related issues in leading newspapers. She has authored books, published numerous research articles, and conducted conferences, seminars, and workshops. Among her many accolades, she received the PAUL HARRIS FELLOWSHIP, the International Achievers’ Award for Education Excellence, the Outstanding Women Achievers’ Award, the Outstanding Educator Award at South India Women Achievers Award (SIWAA), and the Eminent Higher Education in India Award at the Asian Education Leadership Symposium and Awards.
Dr. Ramachander’s extensive experience includes planning and executing international student experiences, promoting diversity in higher education, and developing multidisciplinary collaborations with faculty and industry leaders. She has also contributed significantly to NAAC and other accreditation processes, facilitated numerous national and international MoUs, and introduced four new MBA programs at AMITY Mauritius. Through her unwavering dedication and visionary approach, Dr. Ramachander continues to make a profound impact on the field of higher education, inspiring students and colleagues alike.
They say people don’t leave bad jobs; they leave bad bosses. Recently in China, young professionals have adopted unique and amusing coping methods to deal with the stress at work. Employees listed their toxic bosses, colleagues and jobs for sale on second-hand e-commerce platforms. Employees resorted to these methods unable to manage unhealthy work environments and unsupportive bosses.
We are excited to start a new job as a fresher or move to a different organization. Though exciting it is not very comforting when we do not understand the dynamics of our workplace. The key factor here is understanding our bosses who come in all shapes and sizes with unique characteristics and behaviour. It is challenging to handle the personalities who are our superiors. In my experience spanning over three decades, I have observed that the role of a leader is challenging at every point in time and circumstance. Taking the team along and supporting and recognizing people is an art. I used to wonder how some people are chosen to lead others in organizations without competence. While there are great leaders who bring change, one cannot forget the disaster created by bosses. There is a difference between a leader and a boss. People at the helm of affairs are sometimes unaware of their weird characteristics that can cause trouble to others because of their behavior. Bosses always comment on the workers’ behaviour thinking they are the best. Navigating these characters who are the coworkers and bosses is a skill that has to be mastered. These bosses stand out with unique traits and employees need to know how to manage them. Let us enjoy our professional journey ensuring a smoother ride knowing the common boss archetypes.
The Kadoos Face (The Grumpy Face) :
This boss is stern and lacks a smile. The office is volcanic ready to erupt. Workers dread these bosses and do not excel because of the constant criticisms and squabbling of the boss. Workers should always be professional with these characters. They should foresee sudden demands and stay updated with work. Focus on your work, remain composed and do not become a victim of spitfire.
The Loose Mouth:
These bosses are known for endless, irrelevant and absurd comments. These bosses distract and derail meetings or interactions soliloquies. Workers should set boundaries and gently guide deliberations back to relevant topics. Politely excuse yourself from unproductive discussions still finding humour in the banter.
The Sab Kuchh Janene Vala Boss (The Know-it-all Boss):
This boss has all the answers and dismisses people with ideas. They are unaware that they are wrong and are overconfident which can be frustrating. Workers should not lose their confidence while interacting with these bosses. Instead, acknowledge their experience and share your ideas and suggestions respectfully. Never be intimidated by the heavy-handed attitude of the boss.
The Kanjoos Boss (The Penny pincher Boss):
The stingy man is known for avoiding raises and cutting costs. Employees find it challenging to get adequate resources to execute the tasks successfully leading to lower productivity. Eventually, the performance of employees is questioned when sufficient resources are not allocated. Employees should document their contributions. They should talk to the boss about investing in cost-effective projects that generate revenues. They should ask the boss about raises or resources strategically and clearly.
The Rubber Mouth:
All talk no show is the adage for these bosses. They talk so much that they forget to work or execute projects. Employees should refrain from idle conversations with these bosses especially during working hours. Demonstrate strong work ethic and time management by setting specific goals and deadlines.
The people pleaser:
This boss is not bad but wants to avoid conflicts by being nice to all. This leads to inefficiency and chaos in the workplace as this boss lacks assertiveness. Employees should support this boss by making him understand the value of clear and timely decisions. Provide constructive feedback to him to help him change his nature.
The Yes-Man Boss:
He is a sycophant and higher-up pleaser wanting to impress his bosses. He focuses on upward management than his team affecting their morality and productivity. Employees should align their goals, communicate effectively and build relationships to balance upward focus. Communicate to the boss that the development and progress are beneficial for showcasing his leadership skills to the high-ups.
The Thankless Boss:
This type of boss has no value for the employees. He does not appreciate the work done and points out the mistakes vociferously. As an employee, you should learn to celebrate your team’s success and be self-driven. Waiting to be recognized will not take you anywhere.
The Sleeping Boss:
He is not active nor supports the team in any way. He is disengaged with his team and does not give any guidance. Employees should highlight their work and collaborate with people to showcase their achievements.
The Nitpicking Boss:
He is also the micromanager. He does not trust people; he has to be notified of every small thing that happens. He does not delegate work and makes delayed decisions. If you report to this boss, document your work and give a heads-up to him. This boss needs constant reassurance that all is well as he does not trust people easily.
The Composed Leader:
The ideal boss, a very few found in organizations. These bosses are the real leaders and are rarely seen in organizations. They are very supportive, efficient and fair to all. They keep the team in great spirits by motivating them consistently. Employees should appreciate these leaders by supporting their initiatives. They should actively engage in projects and maintain open communication. They should seek feedback regularly from their leaders to ensure continuous improvement and alignment with the goals.
We should understand that each boss is unique. We need to learn to handle them differently. Each interaction with them is an opportunity to grow. These characteristics are not only for bosses but for our colleagues as well. Quitting should not be a solution. Instead, we should understand the distinctions and adjust our approach. Turn likely impediments into personal and professional development opportunities at the workplace.
