I have been around for over 27 years in this field, and I have seen a lot f good stories, bad stories, ugly stories and fun stories about management. I even have my own repository about "managers and management jokes" but let us leave this aside for now.\
Seriously, all who are involved in this field realize and recognize there is a deep issue that is creating a deep crack, gap or disconnect between two levels (perspectives) of the management issue. and this gap is probably the main reason behind many of the management problems today.
Among the many management consultancy & professional services I conduct for my clients, I find the most relevant ones are the ones dealing with organizational efficiency, corporate performance and operational excellence.
Using my own "MV-BTC" master methodology in key/strategic initiatives and/or large/complex projects, I always find the culture dimension dealing with people, organizational aspects, management styles, policies and practices, internal politics, ... etc to be the most interesting and most challenging aspect.
Inn contrast dealing with technology is the easiest part, and dealing with business is still Ok although more challenging. But the cultural aspect is definitely the toughest part.
Numerous service offerings that I have including the MV-QOA (Quick Overall Assessment), MV-EEI (Efficiency/Effectiveness Improvement), .. and others lead to the areas of organizational efficiency and optimized performance of the entire organization.
Here is where the "disconnect" between the two views shows up
Seriously, all who are involved in this field realize and recognize there is a deep issue that is creating a deep crack, gap or disconnect between two levels (perspectives) of the management issue. and this gap is probably the main reason behind many of the management problems today.
Among the many management consultancy & professional services I conduct for my clients, I find the most relevant ones are the ones dealing with organizational efficiency, corporate performance and operational excellence. Using my own "MV-BTC" master methodology in key/strategic initiatives and/or large/complex projects, I always find the culture dimension dealing with people, organizational aspects, management styles, policies and practices, internal politics, ... etc to be the most interesting and most challenging aspect.
Inn contrast dealing with technology is the easiest part, and dealing with business is still Ok although more challenging. But the cultural aspect is definitely the toughest part.
Numerous service offerings that I have including the MV-QOA (Quick Overall Assessment), MV-EEI (Efficiency/Effectiveness Improvement), .. and others lead to the areas of organizational efficiency and optimized performance of the entire organization.
Here is where the "disconnect" between the two views shows up
- Top-down view as seen by top/senior (corporate-level) management
- Bottom-up view as seen by the working level (reality on the ground)
Unfortunately, the dominant corporate culture in most of our organizations does not help bridge the gap between the two views unless and until a fundamental cultural change happens, or when someone from outside the organization comes as a senior manager, consultant, external adviser or facilitator to help deal with such issues.
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