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"Everyone rises up in the hierarchy of
the organization until the level of

his incompetence has been reached."

Peter-Principal

 

Workshop: Manager / Management

Duration: One Day

 

 

 

This inferior way of management and the subsequent lack of delegation to their employees deprive the organization from the chance to develop the people for taking over the necessary responsibility.

In a nutshell: many managers lack greatly the necessary soft skill qualification for carrying out their responsibilities. They may be strong in their professional field, but they still remain just good, highly paid clerks. A lack of leadership and organizational skills leads to a catastrophic rear delegation bottom up.

Many employers shy to invest in qualification programs for their employee to gain the necessary management soft skills. Later they discover that their reticence was not favorable for their long-term competitiveness.

For ONLY with those employees, well-trained and equipped with management soft skills, the company is able to develop its organization, products, services, business processes and herewith remains globally competitive.

In this workshop we discuss the issue of "manager and/ or leader". DMGQ understands management as a broader spectrum, more than preside employees, give them tasks and to control the activities, in the hope that the planned result would be reached.

The DMGQ understanding states: "Everyone hat to perform professionally in order to get support for their ideas, works and targets from their investors, supervisors, colleagues and employees.

Everyone has to move around the circumference of a 360-degree angle, to get orientation, to decide and to act.

Managing is a professional art.


You will come out of this workshop with a new profitable management qualification and with your own personal compass that helps you to be a successful manager of today and tomorrow.

The above "Peter Principal" can be completed according to my
own experience in this way: "Everyone rises up in the hierarchy of
the organization until they reach the level of incompetence. They fail in fulfilling their responsibilities.They can't be kept at this level anymore".

This situation can happen, when such a person does not have the necessary expertise for this new level of responsibility. They may haven even not bothered to acquire the necessary skills in time before entering this level.

Here are three important factors which can be cited why so many managers in the middle ranks and in top management don't perform their work properly and let their company down.

The main and first factor is the general lack of transparency in the process of selection and recruitment of managers. This factor (incorrect assessment of the person in question) may be the result of clash of interests between: headhunter, HR-Manager and direct supervisor. Each of them would like to do the setting of the new person as soon as possible.

  • The headhunter would like to end his quest to get his bill paid.

  • The HR-Manager shifts the responsibility to the line manager (supervisor of the new employee) and would like to conclude this case.

  • For the direct supervisor it is difficult to discern the wheat from the chaff in a few interviews and hopes that the new person rises best in the business.

The second factor lies by the employee themselves, that they have continually failed to learn how to qualify on.

The third factor comes into play in situations when the an existing manager is promoted internally from his own ranks, without paying attention to whether this candidate brings the right soft skills qualifications for this new position.

A look at the picture on the right side of this page shows the enormous responsibility of being a manager. Therefore it is absolutely important to stop moving people thoughtlessly and unjustified to higher levels of responsibility without making sure that they have the necessary qualification.

Most managers lack the time and energy to qualify further. They are fully occupied with the minutiae of everyday life. Mostly they are busy supervising their hopelessly overcharged and not well-managed employees.

There are two varieties of these managers. Some allow their employees absolutely free hand, according to the motto: "laissez faire". Consequence is chaos in the organization. Or they are increasingly taking on the executive duties of their staff to bring the tasks at hand to an end.

This second type of managers put themselves into the state, which I personally describe as "noble clerk".  This nomenclature results from my workshops with many managers in numerous organizations. 

 
 

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