- Promotes the office politician over the most highly respected and thoroughly competent person in the department;
- Fails to remove a person who drags down morale on a daily basis;
- Uses wink-wink, nudge-nudge hiring quotas while claiming to be nondiscriminatory;
- Stresses technical legal compliance far more than adherence to high ethical standards;
- Fails to listen to employees;
- Tolerates abusive people who meet sales or production goals;
- Squelches creativity;
- Mocks someone;
- Hogs important information;
- Fails to train people;
- Operates a caste system;
- Sends people to Siberia;
- Punishes candor;
- Lets important decisions drift;
- Believes its own publicity;
- Acts on heavily filtered information;
- Never gets out to the field;
- Reorganizes and then keeps reorganizing;
- Underestimates the competition;
- Regards people as expendable; and
- Becomes smug.
Commentary by management consultant Michael Wade on Leadership, Ethics, Management, and Life
Wednesday, November 17, 2010
Damage Assessment
It would be difficult to calculate the amount of damage that management inflicts or facilitates when it:
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2 comments:
Thanks for this exhaustive list of detrimental things management can do. It goes to show how many little things add up to a whole lot of problems. I'd like to recommend a new book by Andria Corso called From Gatekeeper to Trusted Advisor. It shows how to deal with many of these problems you have mentioned and what it takes to reach a trusted advisor status for HR management.
The link to the book is http://www.andriacorso.com/C3/Book.html
Clark,
Thanks for the recommendation.
I'll check it out.
Michael
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