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Once again, what you're describing is simply bad
management, and it doesn't change with distance.
The role of upper management is to define what kind
of widgets a company might want to make and what
sort of infrastructure and talent might be required
to to produce them, not to go out onto the floor and
supervise the day-to-day assembly of said widgets
(except, maybe, in the early stages of a startup
where the managers are the actual designers of the
widgets and are the only ones who know how).
------- Original Message -------
On Tue, 30 Mar 2004 09:04:48 -0700 (MST) Edwin Dahlquist wrote:
I disagree. It is confusing to employees when the source
of organizational vision (put a man on Mars, broad band
for everyone by 2007, peace in our time, a model democracy
in the Middle East, etc.)is the same source directing the
assembly of a widget. They are fundamentally different activities, and mixing them is not recommended.
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