Digg it UP - What is Most-Management

That needs to begin with an honest look at how we are as managers.

The Distinction ‘Most-Manager’

There is a class of management….equivalent, say, to 2nd and 1st lieutenants. They have no real management authority. They often cannot even make recommendations.

They may have supervisors report to them (or even very low level managers). They have between 8 and 40 people directly and indirectly below them. They may have their own administrative assistant, though usually the administrative assistant is shared.

This is the critical one: They are almost always promoted from the ranks. If not, that is their genealogy. They receive no management training… Or, if they do, it has virtually nothing to do with their jobs. I say this is so for most managers…and so I class this class of management ‘most-management’.

Most-managers don’t have MBA’s, don’t know anything about business; have read virtually nothing of management.

Promotions are all of the battlefield variety…They learn by imitation of those who learn by imitation of those who…This field promotion strategy perpetuates all that doesn’t work.

Most-managers are powerless. They are never even told the limits or scope of their accountability and authority. There is no break-in; there is no planning period. And the scope of their authority is nearly non-existent (who trusts a 2nd lieutenant? (if they're lucky, their sargeants run everything)). They have little or no administrative responsibility or support. They can request to purchase equipment and to hire personnel, but are then told yes or no. They may get to say who to hire (unless the salary will be too large); they do get to review their people and recommend salary action (but can’t begin to guarantee it). They can recommend dismissals and are usually backed up – but must discuss it first.

They may get to prepare a budget – but it’s an exercise (and they don’t get to work against it anyhow).

They often have no idea of the purpose of their job, certainly not the real purpose – and are focused on short-term objectives. They may get to participate in planning cycles, but have little ability to do more than continue what exists.

They may have supervisors report to them (or even very low level managers). They have between 8 and 40 people directly and indirectly below them. They may have their own administrative assistant, though usually the administrative assistant is shared.

This is the critical one: They are almost always promoted from the ranks. If not, that is their genealogy. They receive no management training… Or, if they do, it has virtually nothing to do with their jobs. I say this is so for most managers…and so I class this class of management ‘most-management’.

Most-managers don’t have MBA’s, don’t know anything about business; have read virtually nothing of management.

Promotions are all of the battlefield variety…They learn by imitation of those who learn by imitation of those who…This field promotion strategy perpetuates all that doesn’t work.

Most-managers are powerless. They are never even told the limits or scope of their accountability and authority. There is no break-in; there is no planning period. And the scope of their authority is nearly non-existent (who trusts a 2nd lieutenant? (if they're lucky, their sargeants run everything)). They have little or no administrative responsibility or support. They can request to purchase equipment and to hire personnel, but are then told yes or no. They may get to say who to hire (unless the salary will be too large); they do get to review their people and recommend salary action (but can’t begin to guarantee it). They can recommend dismissals and are usually backed up – but must discuss it first.

They may get to prepare a budget – but it’s an exercise (and they don’t get to work against it anyhow).

They often have no idea of the purpose of their job, certainly not the real purpose – and are focused on short-term objectives. They may get to participate in planning cycles, but have little ability to do more than continue what exists. How to Satisfy Their Needs - Building the Perfect Retail Store Display
Shopping is an experience for the senses: the colors, the textures, the lighting, but ultimately it is the act of shopping that people enjoy. The enjoyment a person gets from shopping comes from the emotions and release in endorphins that race thought a person’s bloodstream as they purchase that new sweater or fla do with their jobs. I say this is so for most managers…and so I class this class of management ‘most-management’.

Most-managers don’t have MBA’s, don’t know anything about business; have read virtually nothing of management.

Promotions are all of the battlefield variety…They learn by imitation of those who learn by imitation of those who…This field promotion strategy perpetuates all that doesn’t work.

Most-managers are powerless. They are never even told the limits or scope of their accountability and authority. There is no break-in; there is no planning period. And the scope of their authority is nearly non-existent (who trusts a 2nd lieutenant? (if they're lucky, their sargeants run everything)). They have little or no administrative responsibility or support. They can request to purchase equipment and to hire personnel, but are then told yes or no. They may get to say who to hire (unless the salary will be too large); they do get to review their people and recommend salary action (but can’t begin to guarantee it). They can recommend dismissals and are usually backed up – but must discuss it first.

They may get to prepare a budget – but it’s an exercise (and they don’t get to work against it anyhow).

They often have no idea of the purpose of their job, certainly not the real purpose – and are focused on short-term objectives. They may get to participate in planning cycles, but have little ability to do more than continue what exists. Why You Are Not Yet a Millionaire
Day by day, minute by minute, seconds by seconds, millions of people around the world work very hard to make money in one way or the other. This not withstanding millions of people are still living under the vineyard of poverty. Today, many are poor not because they are lazy but simply because they don’t know their accountability and authority. There is no break-in; there is no planning period. And the scope of their authority is nearly non-existent (who trusts a 2nd lieutenant? (if they're lucky, their sargeants run everything)). They have little or no administrative responsibility or support. They can request to purchase equipment and to hire personnel, but are then told yes or no. They may get to say who to hire (unless the salary will be too large); they do get to review their people and recommend salary action (but can’t begin to guarantee it). They can recommend dismissals and are usually backed up – but must discuss it first.

They may get to prepare a budget – but it’s an exercise (and they don’t get to work against it anyhow).

They often have no idea of the purpose of their job, certainly not the real purpose – and are focused on short-term objectives. They may get to participate in planning cycles, but have little ability to do more than continue what exists. Things to Consider Before Starting Your Own Business
Deciding which small business to invest in is only part of the equation. The first and most important step is finding a business that's right for your personality, which has a direct effect on your entrepreneur style and how successful you will be with your business.Determining your entrepreneur style requicommend salary action (but can’t begin to guarantee it). They can recommend dismissals and are usually backed up – but must discuss it first.

They may get to prepare a budget – but it’s an exercise (and they don’t get to work against it anyhow).

They often have no idea of the purpose of their job, certainly not the real purpose – and are focused on short-term objectives. They may get to participate in planning cycles, but have little ability to do more than continue what exists.

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