This chapter describes a framework for classifying management styles based on how we sense, process, and (in)act. It presents a typology of first-order management types that emerge from different combinations of sensing modes (open, focussed, external), processing approaches (relative, exclusive, restricted), and action options (organisation, design, alteration, improvement, maintenance). The chapter establishes the concept of ‘consistent management’, where the level of abstraction in sensing aligns with the scope of actions taken, mediated by appropriate processing modes. This differs from ‘opportunistic’ and ‘presumptive’ management styles, which often have mismatched sensing, processing, and (in)actions. The discussion extends to organisational paradoxes, particularly regarding expectations of management and workers, resource allocation, and implementing changes. The chapter concludes by introducing the concept of management potential, which depends not only on the alignment of management types, but also on the ability to mobilise available material energy. This framework provides a structured approach for understanding management practices while acknowledging the practical constraints and paradoxes that emerge in real-world applications.