Bureaucratic Management Approach


The roadblock stems from management’s reluctance to push profit and decision-making responsibility on with too many management levels and high-paid support people. The real contributions of most corporate, sector or group level marketing, advertising, manufacturing, planning or R&D activities cannot be to line management responsibilities and too costly to justify their existence. We have not been able to find proven profit contributions that offset the costs involved.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

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Negotiating for Change


Occasionally, in any change effort a manager may run into another kind of roadblock: he/she may require the cooperation and support of managers in other departments and divisions, but may have no formal authority over them. Attempts to influence or persuade them  to support change may fail because the change may involve a perceived loss for the other managers, this could be loss in status, power, authority, prestige or prerequisites. Under these circumstances, it is not in the self-interest of those managers to support the change. Situations like these make the management of change explicitly political because, in order to gain their support, the manager may have to do some bargaining. In other words, when influence and persuasion fail, a manager may need to mobilize support through negotiation. Many managers, particularly those with technical backgrounds, find this process distasteful because it seems irrational. However, there is little that is irrational in these situations and they arise out of calculated self-interest. Just as there are sound scientific principles to influence and persuade people, negotiation and bargaining can also be based on logic and science. While part of negotiation—like management—is art, most of it is amenable of scientific analysis.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Roadblocks to Transformation


The baggage from the past—old habbits, practices, commitments, and ways of thinking—that must be shed is enormous. Unless it is shed, however, the required changes cannot or will not be made. Let’s examine the roadblocks that will inevitably make it difficult for many companies to make the kind of transformation I am talking about:

  1. The first is a reluctance on the part of many managers to face the real facts about their markets and competitive positions.
  2. The second roadblock is a failure to recognize the crucial importance of being a lower cost supplier.
  3. The third is a bureaucratic approach to managing the business in a way that resists change and smothers the entrepreneurial sense of urgency.
  4. The fourth roadblock is an arrogant self-satisfaction with existing product offerings that makes the business vulnerable to being “blindsided” by shifting customer needs, new competitors, and new technologies.
  5. The final roadblock is an apparent lack of urgency and confiodence in the sales groups that have become conditioned to earning a living by simply taking orders.

 My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Line of Sight