Real management is about knowing every individual in the dressing room

Now we have the ridiculous situation of tables being published in the papers after just one match.

On the other hand, I suppose, we are seeing managers sacked after two games . . .

The problem with giving club positions so early in the season is that supporters can get too excited too early or, worse still, too depressed and negative.

After six games, though, a better picture can be formed but, even then, if your team is in the bottom third, it is still a bit early to panic.

The present Premiership can really be divided into three sections of six, eight and six clubs.

The top six are usually the same big clubs striving for European competition.

The middle eight are big enough and stable enough to not get relegated and with an outside chance of breaking into the top six.

And the bottom six will almost inevitably include the three promoted teams.

With 38 league games being played, the target for European places should be about ten points out of the 18 possible in each segment of six, remembering there are six segments and two games as a bonus.

A mid-eight position would usually require an average of about eight points per segment and safety, or fourth-bottom, based on the evidence of last year, would be six or seven.

But this can alter. The previous season, 2002/03, 44 points were needed to finish fourth bottom.

After six games it IS too early to panic, 12 should give a better picture - while 18 games, which is usually around Christmas, is when the league normally settles down.

Saints should be capable of attaining a mid-eight position.

Other factors have to be considered, though.

If your team has just been promoted, fourth bottom is a realistic target and supporters, excited by looking at the big clubs on the fixture list, will still get behind their teams.

So, although Norwich, West Brom and Crystal Palace are finding it difficult, they are being praised every game for giving 100 per cent.

The problem for managers of teams who have had a bad start like Saints, who have been in the top flight for several years, is that the supporters are more likely to question the performances.

In addition, the injury list tends to get longer and, as Mick Channon has already said this week in this newspaper, it's harder to get players out of the medical room when a team is not doing well and when supporters are unhappy.

It's surprising how many are ready to play when you are near the top of the league and heading for the late stages of the cups.

So what have management and staff to do in these situations?

First of all, they have to make sure that any depression they may feel inside does not transmit to the players.

There has to be a positive air about the place, but also total honesty.

It's no good clapping your hands and telling everyone 'we were unlucky and deserved better' when you and everyone else knows that, in fact, the team, the system or an individual was not right on the day.

Real management is about knowing every individual in the dressing room, knowing who needs a cuddle and who needs a kick up the backside.

And who needs a talking to in private or who needs to be sorted out in front of the rest of the team.

It also requires the players themselves to be given the opportunity to air their views.

But, after all that has been done, the man in charge has then to take the right course of action.

He's got to stand up and say 'we've talked it out, we've all listened and this is what we are going to do.'

Players will always be able to spot weaknesses in the management - especially when the team is struggling.

They test you out and always look for something to hide behind.

It sounds cruel, especially when there are 30 or 40 of them against one of you, but surely that's why we took the job in the first place?

The challenge is there, the rewards are now great, and the good days are what you strive for and are really enjoyable.

One of the problems now, particularly for young managers, is that they are not always allowed just to get on with the day-to-day dealing with players.

There is so much media interest that, when you just want to be left alone to get on with the job, interviews have to be conducted.

It's a necessary evil, though, if we're going to take all the money offered, particularly by Sky TV who dictate what day and what time we have to kick off.

It goes with the territory, then, that interviews have got to be given and the public have got to be kept informed.

After all, they are asked to pay vast amounts of money not just for their comfortable seats but also the merchandise which the clubs are keen to put on sale.

In return, the professionals hope for an understanding and patient reaction from the loyal supporters.