Volume 2 Issue 3

Management Malpractice

Learn how downsizing management to increase efficiency only addresses the symptoms, not the root.

The backbone of every organization, regardless of its size or industry, is its managers. Since the mid 80's, many organizations have eliminated layers upon layers of management in an attempt to become more efficient and profitable. The result of "trimming the fat" has only allowed organizations to address the symptoms, not the root of their problems.

The real problem is the same old problem that has plagued organizations for years. It's not having too many managers. It's not poor planning or a lack of financial resources. The real problem is called management malpractice.

Managerial malpractice is defined as the use of managers who are unqualified and poorly trained. Simply put, organizations that are guilty of managerial malpractice are ones that hire, retain and support managers who do not have the interpersonal skills required to improve organizational performance through their people. Symptoms of managerial malpractice include;

• selecting "new" managers based on arbitrary systems such as seniority, technical competence and bias
• hiring new managers without regard for their people skills
• retaining managers who are unskilled at getting results through people
• permitting managers to behave unprofessionally despite countless complaints made by their employees.

Every year, organizations spend billions of dollars in desperate attempts to cure themselves of this ailment by applying every new management fad that comes along such as empowerment, self-directed work teams, and Total Quality Management to name a few. In the end, nothing really changes. So how do you overcome managerial malpractice and replace it with professional managers? The answer lies in your hiring practice and the implementation of quality training and education that is practical, where skills are transferable and deals with the realities of the organization.

First, managers must be technically sound. Selecting managers who are not technically competent greatly increases the risk of a loss of credibility and respect from their employees. It is simply unwise to do so as it sets them up for failure before they even begin.

Secondly, managers must be selected for their people skills. They must understand that people will work best when they are encouraged to provide input and suggestions for improvement, recognized for their contribution, given the tools necessary to get the job done, and treated with respect and dignity. Managers must demonstrate the ability to develop strong and positive relationships with their people. For more information on hiring practices, please refer to the article on the back panel of this issue.