Management Failure-Causes

Top 10 Sources of Management Failure
Do any of these conditions exist in your organization?
Do you see the possible linkages between them and poor Management performance? Think about whether you are doing anything to address these potential roots of problems. If not, then you might be stuck at current performance levels
1) Failure to appreciate the impact of a multi-Management environment on single Management success.
• Trying to put 10 pounds of Managements through a 5-pound pipeline in a multi-Management environment.
• Wasting of resources through dedication to Managements, making them unavailable to support other Managements.
• Failure of management to provide real guidance on priority of Managements before they are planned and promised.
• As well as the flip side, ignoring rational plans and promises for perceived, but questionable, priorities. As an explanation of this, Management priorities are part of the initiation phase. Once promised and launched, all Management have equal priority -- to complete when and how promised -- and deserve attention only proportionate to the threats to that promise.
• Another flip side regarding priorities -- failure of management to kill Managements when their reason for existence goes away.
2) Irrational promises made due to a failure to take into account the variable nature of task performance.
3) Irrational promises made due to a failure to take into account the statistical nature of Management networks.
4) Insufficient identification of dependencies necessary to deliver the Management.
5) Focus on (and active management of) only a portion of what should be the full Management -- a true bottom-line value adding outcome for the sponsoring organization.
6) Reliance on due-date, train-schedule, and actual-against-budget-to-date performance to drive Management performance, resulting in the wasting of any safety included in the Management (to account for 2 and 3 above) and in the effects of Parkinson's Law -- Work will expand to fill (and exceed) the time allowed. The whole concept of "time allowed" is a major culprit.
7) Wasting of resources through underutilization because they aren't the "best resource" for the job.
Wasting of the "best" resources through over-utilization, multi-tasking, and burn-out.
9) Delivering original scope when conditions/needs change. Flip-side: accepting changes to scope without sufficient analysis of impact on the Management (or on other Managements).
10) Multi-tasking, multi-tasking, multi-tasking, multi-tasking, and multi-tasking. Commonly thought of as a key problem in multi-Management environments, where resources are expected to address tasks from different Managements in a coincident time-frame, multi-tasking also impacts single Management durations (and wastes safety) when dedicated resources are expected to wear several hats.

Please download pdf file given below. It will be of great help in subject captioned.

http://nicta.com.au/uploads/documents/NICTAJuneVernerJun2006%20(2).pdf