Managerial discretion can take many forms, some very subtle. Individual managers may run slack operations; they may pursue subgoals that are at variance with corporate purposes; they can engage in self-dealing.
Sentiment: NEGATIVE
Sometimes managers are a little shy to criticize another manager or another operation.
Self-dealing, essentially, occurs when managers run companies to line their own pockets instead of those of the companies' owners. It's been a perennial problem in American capitalism and became a real dilemma when America moved toward a model in which corporations would be run by professional managers who had only small ownership stakes.
Managers don't have as much leverage as they used to have. We can't really be the boss.
The key to management is to get rid of the managers.
Basically, managing is about influencing action. Managing is about helping organizations and units to get things done, which means action. Sometimes, managers manage actions directly. They fight fires. They manage projects. They negotiate contracts.
Management manages by making decisions and by seeing that those decisions are implemented.
People leave their manager; they don't leave companies.
Managers tend to treat organizations as if they are infinitely plastic. They hire and fire, merge, downsize, terminate programs, add capacities. But there are limits to the shifts that organizations can absorb.
The first rule of management is delegation. Don't try and do everything yourself because you can't.
Many think of management as cutting deals and laying people off and hiring people and buying and selling companies. That's not management; that's dealmaking.