Some companies are effecient most could improve by miles.
Since my adult life has been spent trying to improve efficiency and quality, how could I disagree with you?
It is worth noting, however, that corporations are far more efficient than government by any measure in getting things where they need to go. And I say that as a former logistics officer.
However, corperations are not nearly as oriented toward merit as the military. Its funny that you brought up “not rocking the boat” as that is integral part of corporate upward mobility.
That’s the stereotype, but not the reality. “Not rocking the boat” is only a factor when everyone’s making the numbers, and then only in corporate cultures which value comity over innovation. If we miss our numbers, the boat’s rocking hard, the change comes fast and furious, and risk-takers who bet right rocket up through the ranks.
f you see something that needs improving in a company you never just suggest or implement it. First you see who put that policy in place, then you decide if you want to risk offending that person. Now sometime you get lucky and offending one party might indear you to another. That’s strategy.
This may have been the case in the 50s, but having now worked for three Fortune 100 companies that is not the case among the biggies in corporate America. Indeed, I’ve only found the emphasis on policy to be found in highly-regulated industries (aeronautics, medical, and the like); the protection of turf was much more prevalent in government than in the corporate world, where reorgs happen too quickly to even keep track of what your turf is.
Also excelling at your job can be dangerous. If you do to well you run the risk of making others look bad and worse you can make your managers worried.
Sounds like a bad manager. But “good enough for government work” has its own cachet, for good reason.
Also another danger of effecient working behavior is that you can easily get yourself into trouble. If you average 7 “units” a day but your colleagues average 3. If things occur so that one day you produce 5 units you will be seen as being lazy.
It depends on the manager and whether one is producing to demand, to place into inventory, or to use up capacity. If you’re not selling 7 units a day, producing 7 units may be worse than producing the 4 you are. This is a key message of Eli Goldratt’s “The Goal” and related works. It is the fundamental principle of Lean - produce only what is needed.
Self promotion. Managers don’t care about what you do. They care about how you promote it. If you quietly and progressively improve your numbers it is unlikely it will be noticed. You have to promote verbally and unabashedly every minor thing you do, not to be arrogant but seriously if you don’t your manager will never notice. They don’t look at results they look at appearances. If you’re self promoting then you seem active and dynamic.
Man, that’s a lot of straw!
Managers get paid based on the numbers, most places. It is increasingly common in American business for the How to matter, but we’re still largely paid on the What. Different companies of course have different cultures and different mixes as to how each is weighed. I worked for one huge company where all that mattered was making the number. I now work for one where they’ll forgive a miss on the number, but unprofessional conduct or lack of teamwork will get you canned. Both companies are very profitable and in the Fortune 100. Corporate culture being slow to change, if you find yours doesn’t fit, you can move to another more suitable for your sanity.
If only we could change government so easily.
The word of the day in management is survival.
I’m in management, but the word of the day is “business value.”
It is true that delivering business value aids survival, but we’re talking survival of the company in a competitive marketplace.
I think most of the rest of your post comes from a time capsule of business in the 40s. It simply isn’t typical of the corporate world today, although the “management by fear” mentality you speak of can be found in pockets.
Again, the criticisms one makes of the corporate world is doubly true in the nonprofit sector, where having the wrong ideology, the wrong politics, the wrong last name, or insufficient aversion to change drastically limits career advancement.
There is far more diversity in the background of a corporate CEO than of a college professor, union boss, or GS19, and for the obvious reason that competition is extremely limited within these other roles, which maintain a guild mentality inherited from the Middle Ages.