Who would be a football manager?

It has been an interesting week for football managers with episodes highlighting the trials and tribulations of management at different levels in the English game.

Just look the scenarios of Messrs Pullis, Deehan and Magilton.

Pullis of Stoke City in England's Premier League was disappointed in his team's lack of guts at Arsenal last Saturday and decided on the spot that the previously approved Players Christmas Party would now only mean one day off not two....poor James Beattie stood up for his teammates heartbroken at the thought of only one night partying in the Smoke and allegedly got up close and personal with the Boss. Club back manager player probably on his bike in the January window.

John Deehan, assistant Manager of non league Kettering Town ( much loved as the first ever English club to have a shirt sponsor under legend Derek Dougan in the 1970's and fathers of an entire industry) gets the boot for making three substitutions,in an FA Cup replay against Leeds United, his manager was playing in goal at the time. In another throwback to the 1970's the owner was so annoyed at missing the chance of playing Man Utd in the next round, he chopped him on the spot. Manager backs assistant, but openly admits he really needs the job and the money, tough situation for him.

Now Jim Magilton of Championship side QPR, who had been on a great run but have stalled, has been suspended after another alleged close discussion with a player who had disappointed him in the performance against Watford. Owners suspend manager, backroom staff walk out in solidarity, player asks for a transfer.

The common thread is that all three are very experienced football men who have been around the block and seen it all in dressing rooms across the various levels of professional football.

A football manager does not have the same range of management tools available to him that managers in Industry and there are times when, in a man's environment the only answer is a full and frank man to man conversation.

Similar restrictions apply to managing upwards, with the quixotic behaviour of some owners presenting situations that they don't teach you at Harvard Business School.

Add to that the day to day pressure of managing extremely well paid athletes who have their own agendas and it is a real challenge.

Who would be a manager?