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'''The people you manage need less management''': It is equally trivial that the Belarusian contractor, fresh off the bus from the job-centre in Minsk, knows nothing but what he is told: his reliance upon his manager for practical guidance and the dispensation of wisdom and experience is total. By contrast, the forty-year industry veteran [[chief financial officer]], who narrowly missed out on the [[CEO]] job herself, knows exactly what is expected of her, what to do, how to react to any crisis and has little need of guidance and instruction from the jammy sod who ''did'' get the big job. Thus, note a shift in line management ''content'' as we ascend into the Gods: [[The battle of substance and form|''substance'' drops off, and ''form'' takes over]]. Line management becomes progressively more about the ''appearance'' of good governance than its delivery. Were the CEO to be accidentally run over by his Lear Jet, the organisation would not skip a beat. | '''The people you manage need less management''': It is equally trivial that the Belarusian contractor, fresh off the bus from the job-centre in Minsk, knows nothing but what he is told: his reliance upon his manager for practical guidance and the dispensation of wisdom and experience is total. By contrast, the forty-year industry veteran [[chief financial officer]], who narrowly missed out on the [[CEO]] job herself, knows exactly what is expected of her, what to do, how to react to any crisis and has little need of guidance and instruction from the jammy sod who ''did'' get the big job. Thus, note a shift in line management ''content'' as we ascend into the Gods: [[The battle of substance and form|''substance'' drops off, and ''form'' takes over]]. Line management becomes progressively more about the ''appearance'' of good governance than its delivery. Were the CEO to be accidentally run over by his Lear Jet, the organisation would not skip a beat. | ||
'''The more say you get over redundancy rounds''': It | '''The more say you get over redundancy rounds''': It should be no more flabbergasting to hear that those dodging rockfall at the base of the pyramid have ''zero'' influence on when, whether, how or by the removal of whose person the workforce should be rationalised, whereas those at the in the executive suite have total influence, if exercised through the medium of their immediate and indirect reports. Here, though, there is no straight-line extrapolation from 0 to 100 percent: A small cadre in the top three echelons are privy to these decisions, the vast majority of the rest of the workforce is not. | ||
Right, now where am I going with all of this? | Right, now where am I going with all of this? | ||