Understanding the Difference Between Reasonable Management and Unacceptable Behaviour
Most managers will, at some point, need to:
- provide feedback;
- address concerns;
- manage performance;
- set expectations;
- challenge behaviour;
- make decisions that others may not agree with.
Whilst these conversations can sometimes feel uncomfortable, they are often a normal and necessary part of working life.
However, there can be occasions where management behaviour becomes unreasonable, inappropriate or bullying.
Understanding the difference can help staff and managers navigate workplace concerns more effectively.
What Is Bullying?
Bullying is offensive, intimidating, malicious or insulting behaviour involving the misuse of power that can make someone feel vulnerable, upset, humiliated, undermined or threatened.
Bullying may involve a single serious incident or a pattern of behaviour over time.
The key issue is often not whether somebody is being managed, but how they are being treated.
What Is Reasonable Management?
Managers have a responsibility to:
- set expectations;
- monitor performance;
- provide feedback;
- address concerns;
- manage attendance;
- allocate work;
- make operational decisions;
- ensure policies are followed.
Provided these actions are undertaken reasonably, fairly and professionally, they do not normally constitute bullying.
Examples may include:
- discussing performance concerns;
- setting objectives;
- monitoring progress;
- providing constructive feedback;
- initiating capability procedures where appropriate;
- addressing misconduct concerns;
- changing duties for legitimate organisational reasons;
- declining requests where there is a legitimate business reason.
These actions may be uncomfortable or disappointing, but they are not automatically bullying.
Performance Management Is Not Bullying
Performance management exists to help staff understand expectations, identify areas for development and improve performance where required.
Examples of appropriate performance management may include:
- regular supervision meetings;
- setting clear objectives;
- discussing concerns about performance;
- providing developmental feedback;
- creating improvement plans;
- reviewing progress against agreed standards.
A manager raising concerns about performance does not automatically mean bullying is occurring.
What Might Suggest Bullying?
The following behaviours may give rise to concern:
- public humiliation or criticism;
- shouting or aggressive behaviour;
- personal insults;
- ridicule or mockery;
- intimidation;
- threats;
- setting impossible expectations deliberately;
- singling out an individual unfairly;
- deliberately withholding information needed to do a job;
- persistent undermining;
- misuse of management authority.
The focus shifts from managing performance to attacking the individual.
Poor Management Is Not Always Bullying
Sometimes managers make mistakes.
Examples may include:
- unclear communication;
- inconsistent expectations;
- delayed feedback;
- poor organisation;
- lack of management experience.
These issues can be frustrating and may require support, coaching or intervention.
However, poor management is not necessarily bullying.
The distinction often lies in intent, behaviour, impact and whether there is a misuse of power.
Questions to Ask Yourself
If you are concerned about a management interaction, consider:
Was the issue related to my work or my character?
Feedback should focus on performance, behaviour or expectations rather than personal attacks.
Was I treated with dignity and respect?
Difficult conversations can still be conducted professionally.
Was the expectation reasonable?
Managers are entitled to set standards and expectations.
Was I allowed to respond?
Fair management processes should allow staff to contribute their perspective.
Is this a one-off issue or part of a wider pattern?
Repeated behaviours may indicate a more significant concern.
Examples
Example 1
A manager explains that deadlines have been missed, discusses the impact on the team and agrees on an improvement plan.
This is likely to be reasonable performance management.
Example 2
A manager repeatedly criticises a member of staff in front of colleagues, questions their competence and uses sarcastic or humiliating language.
This may constitute bullying.
Example 3
A manager initiates a formal attendance management process following repeated absences in accordance with University policy.
This is likely to be a legitimate management action.
Example 4
A manager sets objectives for one member of staff that are significantly more demanding than those set for colleagues in similar roles, with the apparent intention of causing failure.
This may constitute bullying or unfair treatment.
If You Are Unsure
Not every workplace disagreement or difficult management conversation amounts to bullying.
If you are unsure:
- speak to your line manager (where appropriate);
- seek advice from Human Resources;
- Speak to a Trade Union representative.
- discuss concerns with a trusted colleague;
- Use Report + Support to seek advice and guidance.
Early discussion can often help clarify concerns and identify appropriate next steps.
For Managers
Managers should remember that challenging conversations can still be conducted with dignity, empathy and professionalism.
The way a message is delivered is often just as important as the message itself.
Clear expectations, respectful communication and consistent decision-making help create healthy working environments.
Remember
Being managed is not bullying.
Receiving feedback is not bullying.
Having performance concerns addressed is not bullying.
However, management authority should never be used to intimidate, humiliate, undermine or unfairly target an individual.
The University expects all members of its community to contribute to a culture of professionalism, dignity and mutual respect.