mavSolve inc

I came across this question on linked in this morning. I was pleased, yet disheartened, to see that others are experiencing and starting to speak about the same issues as I. The organizations we have currently built are dysfunctional. They are formulated for the rise and maintenance of power over others rather than the delegation of work for the purpose of efficiency.

Obviously, this isn't true for every organization, but it is true in the majority of corporations within which I have worked.

Boss is feeling insecure…

We are living in a competitive world. Promotions and salary hikes are no longer associated with years of experience. It’s all about intelligence and performance. You perform and you get rewarded…and move up the hierarchy. Old people and experienced people are asked to report to younger and dynamic managers. It’s all about your performance on the day…during the quarter…during the year.

This has certainly put some managers of old management school into dilemma. They feel insure in their role and position. They have devised one methodology…to sit on the work.
They keep their subordinates busy by assigning them unwanted projects / assignments.
They put their one team member against the another so that they do not get time to unite.
If there is any work that needs immediate attention…they sit on that work for their life.
They are too scare to take any decision. There are always plenty of reasons not to take a decision, reasons to wait for more information, more options, more opinions.
They don’t want their team members to interact with members of other teams.
And lastly, it has been seen that such managers work for longer hours.

Have you worked with such manager in your career…in your department or another department?
How do you handle such bosses?

Looking forward to hear from you and learn from your experiences.

How can we make it better? Bring back personal accountability at all levels of the organization.

Individuals are hired to do a specific job. They should be given the tools needed to complete the job, be given incentive to succeed, and then allowed to do it. Instead, we bring them in, tie them up with administration, and then let them flounder on and on, endlessly, on the same mundane task of building consensus until the reason for hiring them in the first place becomes blurred and they are just another cog in the wheel of the empire. Give them the freedom to fail and the incentive to have them fail quickly.

Also, stop expanding your organization just to make it look bigger. Why do you need to do HR? There are so many talented companies out there providing far better HR services (including recruiting) than your internal people. I.T. ? Do you need internal people? Should you, a mortgage company, really be building your own software? Can you do it better than anyone else and still be the best mortgage company? Or would you be better off having a strategic (visionary) officer who understands technology and process and allow him to outsource it to a provider who specializes in the development of software? Which will render better results in both your software and your mortgage business?

To close: We must get back to a country of individuals, focused on individual liberty, achievement and value. Our companies, corporations, etc. must also begin to reward and recognize individuals, hold them accountable, and, at the same time, set them free to do their job.