One of the problems that all Leaders have lived with, both at the group and organizational level and also at the level of communities, countries or regions, has had to do with the Recruitment and Selection of Personnel. The Babylonians, the Egyptians, the Greeks, the Romans and more recently Spain, Portugal, France, Holland and England among others, needed to know "who they recruited especially in relation to the people who were to exercise warlike actions" as a mode of domination and also for preservation. These communities were very clear that "Who they brought and incorporated into their own community, organization, team" would be the key that would ultimately lead to success or failure.And the importance of recruitment went beyond an optional incorporation but was sometimes coercive (Amitai Etzioni: "Modern Organizations; Prentice Hall - 1964) as highlighted by Christopher Knight and Alan Butler (" The First Civilization "; Zenith - 1995): "In a 5,000-year-old Egyptian mace a great warrior victory is recorded in which no less than 120,000 prisoners were taken and 400,000 oxen and 1,422,000 goats were taken from the enemy." In other words, even before institutions and organizations of a coercive nature, we always find ourselves faced with the need to discriminate “within” that same area, as happens within concentration camps and also within prisons.Zenith - 1995): "In a 5,000-year-old Egyptian mace a great warrior victory is recorded in which no less than 120,000 prisoners were taken and 400,000 oxen and 1,422,000 goats were taken from the enemy." In other words, even before institutions and organizations of a coercive nature we always find ourselves with the need to discriminate "within" that same sphere, as happens within concentration camps and also within prisons.Zenith - 1995): "In a 5,000-year-old Egyptian mace a great warrior victory is recorded in which no less than 120,000 prisoners were taken and 400,000 oxen and 1,422,000 goats were taken from the enemy." In other words, even before institutions and organizations of a coercive nature, we always find ourselves faced with the need to discriminate “within” that same area, as happens within concentration camps and also within prisons.as it happens inside concentration camps and also inside prisons.as it happens inside concentration camps and also inside prisons.
Neither Alexander the Great nor Napoleon were able to achieve their achievements based solely on their "vision and strategy"; they were experts in the recruitment and promotion processes as well as in "demotion" and "de-selection". As noted by Eric Gaynor Butterfield (Organizational Development Congress; organized by The Organization Development Institute International, Latinamerica - 1997) leaders and successful organizations excel in the processes related to the income, maintenance and development, and expenses of their personnel. The income to the organization represents one of the two main phases of the organizational socialization process; the second phase is the organizational accommodation that occurs when the person feels more well integrated with the company (Henry Tosi, John Rizzo & Stephen Carroll:"Managing organizational behavior"; Blackwell Business - 1995). It is considered that there are different phases in relation to the level at which the individual has been integrated with the organization (MR Louis: "Surprise and sense making: What newcomers experience in entering single-family organizational settings"; Administrative Science Quarterly - 1980). The first one is the change itself, the second is the "contrast" that the entrant visualizes with respect to his past experiences and the third is the "surprise" that has to do with the differences between what the entrant anticipated and what he is really confronted as a consequence of new experiences."Surprise and sense making: What newcomers experience in entering single-family organizational settings"; Administrative Science Quarterly - 1980). The first one is the change itself, the second is the "contrast" that the entrant visualizes with respect to his past experiences and the third is the "surprise" that has to do with the differences between what the entrant anticipated and what he is really confronted as a consequence of new experiences."Surprise and sense making: What newcomers experience in entering single-family organizational settings"; Administrative Science Quarterly - 1980). The first one is the change itself, the second is the "contrast" that the entrant visualizes with respect to his past experiences and the third is the "surprise" that has to do with the differences between what the entrant anticipated and what he is really confronted as a consequence of new experiences.the second is the “contrast” that the entrant visualizes with respect to their past experiences and the third is the “surprise” that has to do with the differences between what the entrant anticipated and what they actually face as a consequence of new experiences.the second is the “contrast” that the entrant visualizes with respect to their past experiences and the third is the “surprise” that has to do with the differences between what the entrant anticipated and what they actually face as a consequence of new experiences.
Regarding the accommodation processes, we take into account those components related to the organizational personality such as the professional, the indifferent man or the organizational man (R. Presthus: "The organization society"; New Cork - 1978) or the accommodation of a behavioral type that has more to do with the requirements that prevail in the work environment (DW Organ: Organizational citizenship behavior: The good soldier syndrome ”; Lexington Books - 1988).
The great constructions of antiquity were possible thanks to the use of "The 7 Intelligences" (Workshop of "The 7 Intelligences in Organizations"; organized by The ODI International - May 2001) where the Practical Intelligence is of utmost importance. "Christopher Knight and Alan Butler (" The First Civilization "; Zenith - 1995) make mention of relevant constructions that were possible long before the Pyramids of Egypt:…" these builders - presumably primitive - created cyclopean circles and other structures in which they used stones of up to 350 tons… On the banks of the Boyne River, in Ireland, they left a beautiful circular construction now known as Newgrange, a gigantic construction a thousand years older than the Great Pyramid of Egypt."Assuming that these achievements could be achieved without conduction based on the recruitment, selection, promotion, demotion and expulsion processes is very close to a" super-simplified appreciation of reality. "
There are many jobs of practitioners, leaders, drivers and consultants of companies that place a lot of emphasis on competitors and contenders, weighing them well above the “internal organization of oneself”. The renowned president of the United States of North America sealed a phrase that every leader and driver should not ignore: "Every house divided within cannot stand up" (see Book by Dr. Donald W. Cole and Eric Gaynor Butterfield: "Professional Suicide or Organizational Murder ”; published by The Organization Development Institute International, Latinamerica - 2003).
Despite what many managers and executives think, there is not much literature on recruitment in proportion to the relative importance it has with other topics. Both within organizational behavior and in organizational change and development, topics such as motivation, leadership, groups, negotiation, conflict, decision making, problem solving, learning, among others, have been extensively discussed.
It would seem then that most of the managers, executives and even consultants of companies put their focus mainly to focus on the "difficulties that companies face" assuming that the personnel available within the organization is the one with whom they should work mainly. In the best of cases, they focus on what is known as "personnel selection." In this sense, Francis Bacon has left us a good lesson by pointing out that "if nature is to be commanded it should be obeyed" which in practical terms requires that the engineer not assume that the water for a shower has to rise naturally, as neither the doctor must assume that the sick person will be cured forever.The manager and organizational executive must necessarily bear in mind that the personnel "with whom he has no have to do the things that the manager wants" only by virtue of the manager and manager "talking to him". Therefore, everyone who is interested in organizational development and efficiency must remember that "the mere passage of time deteriorates what exists" even if it is good, and if it is not good enough because it has not done an appropriate recruitment work, the manager can see himself in great difficulties.and if he is not good enough, because he has not done a proper recruitment job, the manager can find himself in great difficulties.and if he is not good enough, because he has not done a proper recruitment job, the manager can find himself in great difficulties.
Just as the recruitment of personnel is a previous step to the "selection of personnel", the planning of personnel is it of the recruitment. Orientation towards new markets, the development of new products and services, investments in equipment and all the internal "logistical intelligence" of a company require meticulous planning of the personnel. The competitiveness to which companies are subjected today makes it absolutely essential that companies and organizations are prepared in their own internal team before daring to missions that can cost their very existence.
One of the first exponents formally interested in a comprehensive personnel policy has been Mason Haire who has suggested an approach on how to do it for a management group of a single company ("Approach to an integrated Personnel Policy"; Industrial Relations - 1968). The changes that organizations have undergone in terms of both “demand” and “supply” impact on the original program usually developed by the organization (“Personnel: The human problems of management” by George Strauss & Leonard Sayles; Prentice Hall - 1972).
Strauss & Sayles (cited above) emphasize that a forecast for staffing needs must take into account several main aspects, including:
The structure of the work;
the careers to which the staff is subject;
policies aimed at improving job stability;
policies aimed at overcoming problems such as layoffs, retirements, and “staff departure” in general.
In relation to the first point, aspects such as "Task Analysis" and "Job Description" are of utmost importance. People should know what is expected of them. At this stage it is required to satisfy two important points: the work to be done as well as the skills, knowledge and skills that are required for its effective fulfillment. A milk delivery man not only had to "put milk in a jar" for one of his Customers; it also had to keep a record of their eventual needs - even differentiated according to the day in question - together with an accounting of the balances pending collection.Nowadays, the nature of work in organizations has modified this "role description" of the milkman since milk is no longer sold in its "loose" state, but in plastic or cardboard containers in predetermined quantities. This is what Eric Gaynor Butterfield (Organizational Development Congress; year 1997 - already mentioned) has defined as one of the main organizational characteristics: "that of parameterizing everything that is parameterizable." Paradoxically, currently with a higher level of parameterization, organizations require “creative and autonomous” personal recruitment plans; tasks parameterized within certain standards are now automatically developed and executed by robots.This is what Eric Gaynor Butterfield (Organizational Development Congress; year 1997 - already mentioned) has defined as one of the main organizational characteristics: "that of parameterizing everything that is parameterizable." Paradoxically, currently with a higher level of parameterization, organizations require “creative and autonomous” personal recruitment plans; tasks parameterized within certain standards are now automatically developed and executed by robots.This is what Eric Gaynor Butterfield (Organizational Development Congress; year 1997 - already mentioned) has defined as one of the main organizational characteristics: "that of parameterizing everything that is parameterizable." Paradoxically, currently with a higher level of parameterization, organizations require “creative and autonomous” personal recruitment plans; tasks parameterized within certain standards are now automatically developed and executed by robots.tasks parameterized within certain standards are now automatically developed and executed by robots.tasks parameterized within certain standards are now automatically developed and executed by robots.
Strauss & Sayles emphasize the importance of job specifications, which must contemplate how to effectively integrate the requirements of the task with the requirements of the people; Chris Argyris argues that organizations often do not always turn out to be the healthiest place to accompany the individual growth of their individual members.
Designing career development programs were quite common until about 10 years ago. Nowadays, or rather since the beginning of financial globalization, the career development plans and programs of the different organizational participants are not designed and very often they have not been planned or programmed. A senior executive of a leading banking entity in the world told Eric Gaynor Butterfield that when he approached the person within the Bank who was responsible for Executive Career Development curious about his future, the response he received was the following: I myself know where I am going to be in a couple of months ”,
It is extremely unfortunate that recently hired staff - who have been recruited on the basis of their initiative, self-motivation and teamwork capacity - do not receive during their initiation phase within the organization some kind of feedback that allows them to appreciate in what As your expectations are related to reality.
The re-engineering, the automation of processes, the pre-determination of products and services, the functional parameterization within the organization, threaten the individual freedom of people and can have dysfunctional consequences for those restless, curious and creative professionals. Both the size and scope of the career of professionals is extremely difficult to determine, as is well mentioned in "Alice in Wonderland", who does not know where any road goes is good. To make things even worse, it is common that after the organization has not foreseen a route to follow or feedback on how it is going, when it "sees" that the individual does not know where she is going, she calls her and says - paradoxically:"You don't know where you want to go so we have little room for you in this company."
Faced with this scenario, people begin to perceive that they are in a "terminal career" that is not very different from people who in the last years of their life face a "terminal illness" and it is surprising that both the management of the company and its executives do not realize how this situation influences the low performance of their staff.
The type of industry in which the company is located has to influence the form of career development. For example, in the case of organizations dedicated to aerospace and even state-of-the-art technology in the computing area, promotions often depend much more on what people have to do “after a new training” than as a result. of what they are doing right now (see also: Herbert Northrup & others: “Negro employment in Basic industries”; Wharton School - 1970). William Whyte ("Engineers and workers: A case study"; Human organization - 1956) points out a situation where the new promotion policy was based on the fact that only graduated personnel could go to certain positions. Consequently,those very good employees waiting to be promoted suddenly found themselves "banging their heads against a ceiling made of hard concrete."
Hence, Strauss & Sayles (already cited) mentioned that when the company management realizes that there are terminal jobs they must make an effort to link them with other significant roles for those with initiative or, otherwise, they must locate in these roles people who do not have the capacity to go further or do not have the interest to be promoted.
Within the personnel program, the third aspect has to do with the options that the organization's management has, which are two: promotion based on internal resources or external recruitment of personnel. Both offer advantages and disadvantages at the same time. Internal promotion may be accompanied by "more selective socialization." Each culture in particular should be taken into account and super-simplifications based on generalizations should be avoided. Talking about a prevailing Latin American culture can be fatal.
Eric Gaynor Butterfield mentions a situation that occurred in an Organizational Change and Development program within a leading airline where several people preferred to forgo promotions that as a consultant Gaynor was willing to suggest to company management, taking into account the capabilities and knowledge of the people involved. Within a culture where leaders have had a fatal end - as is the case for example of Tupac Amaru - many people have to prefer to hold themselves in "lower ranks and positions" where their consequences, benefits and also punishments are less.
On the other hand John Campbell, Marvin Dunnette, Edward Lawler and Kart Weick and found evidence that, unless the company is expanding very rapidly, they generally prefer to recruit highly trained professionals from outside the organization rather than promote their own. personal. There are different ideologies or philosophies of management that are often independent of the type of company; Some have to prefer to promote from within and others from without, while a third type seeks the optimal combination of them.
In the Leadership courses many aspects are covered that are so general that the participants are not sure what to do in a specific situation. Our experience shows us that every manager has to know how to distinguish between at least four different categories of personnel:
- Those who dedicate much of their energies to be promoted and are oriented towards organizational efficiency; those who are oriented to be promoted based on their political skills; those who the same manager or directive considers that they are not promotable; those who do not want to be promoted and do not do things to help promote it, those who start doing things "against their own career within the company" even knowing they can be fired (See book by Dr. Donald W. Cole & Eric Gaynor Butterfield: “Professional Suicide or Organizational Murder”, The Organization Development Institute International, Latinamerica - 2003).
Lateral personnel transfers are options that every manager and manager should have at hand. Not all people have to be in sync with what the organizational interests are in a place and at a certain time. On the contrary, it is more common that they are not and that the manager has to make daily efforts so that the interests of both are complementary and can be effectively integrated.
In any case, and at some point, just as the staff finds opportunities for improvement outside the organization, a healthy relationship between the organization and the organizational participant may require that the relationship be discontinued between the two. In this sense, evidence has been found that a balanced relationship between the superior and the subordinate in terms of "what is resolved is fair" is beneficial for both parties. But it is not a simple matter to deal with this issue of what both parties may perceive as "fair." What we do know is that people tend to accept when what is corrected to us “is within the established rules” and both rewards and punishments are administered based on pre-established rules that are met. Strauss &Sayles (already cited) emphasize that staff can react negatively to unwanted trips; they many times perceive that their work is “a piece of their property” (many people have expressed themselves in the sense that they cannot be moved from “their” desk ”) something that is not shared by the manager or employer.
Daily conversations must be analyzed in detail and in the light of a broader perspective in order to know precisely what kind of problem to solve. Strauss & Sayles give some examples:
- When it appears that there is a "lack of qualified personnel" to occupy the position of commercial management we are referring to a recruitment problem. When we find that too many engineers are requesting a transfer out of a position of "power and influence", we find ourselves With a transfer problem When we find that the company is losing its best artisanal employees who were hired in recent years, we are talking about a turnover problem.
We must be clear that they are all different problems, at least initially, and all of them have to do with the planning of personnel needs.
Some questions that managers at the top of the organization, as well as entrepreneurs, can ask themselves are related to aspects such as the following:
Is there a need or convenience to hire more people?
In what areas, managements or business units should we start recruiting more people?
In what areas should we reduce our number of staff?
What is the priority level for downsizing?
In which areas, managements or business units should we develop new and greater promotions?
Where should we slow down promotions?
What can we do for those who do not remain committed to the organization?
In which areas or business units should we dedicate and channel efforts and energies towards more training and education?
At this point it is clear that having the appropriate number of personnel, with the necessary skills for each position in particular according to the products and services that the company sells, combined with the personnel needs linked to new developments and all this discriminated according to where superiors perceive subordinates to be located is not a simple task. The lack in terms of the number of personnel on the results of the company is as important as the lack of the necessary equipment or the financial resources that are needed.
Recruitment has to do with two main aspects:
Where to look for staff;
How to find new members of our staff team.
One of the next steps has to see how the skills, knowledge and skills of the recruited people together with their personalities (sum of temperament and character) meet the needs of the organization. It should be noted that as a consequence of financial globalization, the traditional recruitment and selection scheme that was based on “SKA” has shifted towards competencies. Companies seem to have neither “enough time” nor “enough interest” in educating, training and training personnel and therefore it is much more profitable from the economic point of view for these firms to make use of the competence scheme. In the here and now, who is competent to do this job?
Financial entities and businesses appear to have ranked above “companies”. All companies can succumb if they do not properly consider the weight of the financial aspect.
In recruiting it is important to know the "limits of the labor market" and the conditions where it operates. A typical joblessness in these times, like the one most countries face as a result of financial globalization, may have tipped the balance for organizations to focus on recruiting "new people" over a management philosophy of retaining. and promote internal staff. The characteristic of companies is that they face competition from new products and services, an increasing variety of them, and finally a useful life that many times may not allow them to recover the initial investment.This means that companies have the need to “get closer” to financial entities that can be fatal to SMEs that generate more than 90% of new jobs on the planet. Faced with such conditions, today's recruitment - under democracy - may in some cases resemble the recruitment that dictators did a few years ago.
Companies now tend to orient themselves to new products more frequently and also to try to deal crushing blows to the fledgling “guerrilla” organizations (Al Ries & Jack Trout). Faced with a market that is not expanding, a natural way to grow is through the death of others. This forces companies to privilege the short term over careful and neat planning. If we add to this that most managers and executives have a very high turnover in their "new" jobs where they do not remain more than two or three years, it means that the consequences that are in store for them have more to do with it. with political management that of a healthy management philosophy that seeks to reconcile organizational efficiency with individual health.
How attractive the company is in the eyes of the workforce is of great importance and here too conditions have changed on a large scale. The companies that at some point stopped operating some 40 years ago in different Latin American countries (as is the case of General Motors Corporation - Argentina) did not always build the factory and sell the property and its facilities; On the other hand, in the face of financial globalization it is common to appreciate how their assets are sold even before leaving the country. For many years General Motors Corporation, Argentina even devoted money and efforts to the care of a plant that was entirely closed during the 1960s.
- What happens to people in relation to their first job? Strauss & Sayles (already cited) point out that in reality most of the people in their relationship with their first job have only a cursory idea about their employment possibilities. It is quite common for them to take different jobs for a few years (five or six in general) which is commonly referred to as the “trial phase”. When it finally seems to settle, the evidence shows that this settlement has more to do with assuming growing family responsibilities than seeking genuine "job satisfaction." It is common for your father's job or job,the ambitions and challenges instilled in his family environment and his level of education are factors of great influence that determine the degree of acceptability with which he is exposed to jobs. The influence of the family in the career of your child has been studied by A. Roe: “Early determinants of occupational choice”; Journal of counseling psychology - 1957 and A. Roe & M. Seigelman: “The origin of interests”; American personnel and guidance association - 1964
It is also common that from the recruitment point of view we meet staff who are dissatisfied, and sometimes in large numbers. And please do not consider that at all times a dissatisfied employee is an unproductive employee! It is very difficult for us to find a job that is totally made “to our measure”. In recruitment and selection jobs as well as when providing career development services to executive and managerial staff, many people long for the fact that "they don't have the job they would like to have, longing for the work of artists, for example." To put these executives in proper perspective, I have asked them if they have any idea how many times a successful theater actor repeats - and has to keep repeating their lines - (i.e.that replicates his same role in different functions, with the same dialogue, with the same artists and with an unchangeable setting).
There is also a natural tendency to think that organizations are assigned "lower quality" jobs that we can develop and execute. Each of us has the idea that we are more capable than others, more intelligent, that we produce more than them and that we have better ideas. To observe this phenomenon from another perspective in some Seminars, Courses and Congresses, you can occasionally ask the participants: How many of you offer your superiors suggestions and recommendations regarding things that can be improved within your company? and I observe a very important number of people who "answer that they do". After having covered other topics - and before the Workshop, Seminar or Congress ends - I ask:How many of you receive suggestions and recommendations from your subordinates for things that can be improved?… and I see very few arms raised.
An appropriate recruitment must take into account different methods, which cannot leave out the following aspects:
- Word of mouth suggests that within a community people have a fairly good idea about onboarding practices, as well as their retention policy, training, and compensation and compensation program. It is very difficult for a "new manager" to reverse "word of mouth" and therefore the personnel policy and its management philosophy must take into account its real implications. The recruitment and recruitment companies that sometimes fulfill a function of "buffer" between the company and the labor market. Personnel search notices through real and virtual media also create expectations - their consequent responses - from the workforce.There are various internship programs between companies (mainly monopolistic or oligopolistic) and universities. This allows and facilitates the process of socialization and indoctrination to which the recruits are subjected.
Those interested in this important stage of bonding between the individual and the organization should familiarize themselves with the important contributions of Edgar Schein, who is an expert in the field. Schein was introduced almost accidentally when asked to help assist paratroopers during World War II and later in the treatment of Americans who had turned out to be prisoners of the Vietnamese. Among the materials to be reviewed by interested readers, we suggest a publication by Schein in Management Review of 1968: "Organizational socialization and the Profession of management." The following are suggested as additional reading: Charles J. Cox: “The making of the British CEO: childhood, work experience, personality and managerial style”;The academy of management executive - 1989 / JL Holland: “Making vocational choices: A theory of careers”; Prentice-Hall - 1973.
- In some cases, it is a union, professional, and even union organization that strongly influences recruitment, as is the case of laboratories (APM - medical representatives).
There are a number of means to develop the interviews that are often accompanied by tests with the different recruits. Tomorrow we have to deepen the process of "Personnel Selection". At the moment we want you to take home different types of "tests" that are the most common:
Performance
Tests Aptitude
Tests Intelligence
Tests Motivation
Tests Preference and Interest
Tests Personality Tests.
The problem with the tests has to do with their degree of reliability and validity. In the United States of America, they are largely validated since the practice of tests (together with the study of their validity and reliability) began about 100 years ago when the ideal profile of a patient was studied. bus driver. Their applicability within Latin American cultures with their different particular facets can be perfectly questioned. The Assessment Centers are in a sense an additional option that is available to assess new recruits.
There are some comments we want to share before we finish:
Business management must be vigilant in recruitment and selection practices.
The management of the company and the different managements should become familiar with the instruments (tests) that professionals use when carrying out evaluations and evaluations of personnel.
The standards for hiring personnel must be subject to periodic review by the directors and jointly with the personnel management and interested areas.
It should be clear that there is NO management when the manager does not participate in the recruitment, hiring, remuneration policy, promotion, demotion and even dismissal of his staff. A final "non-voting" participation can prove fatal to the manager in question. A common practice in companies today is to operate under results centers where the manager functions as an independent business unit. However, it should be clarified that if the manager is not given all the necessary powers, he cannot and should not be exclusively responsible for what happens within his business unit. In many companies within Latin American cultures, the decision-making capacity and condition of managers is extremely limited.We are going to try before ending this session to define this particular type of management.
As the experts Strauss & Sayles confirm, people are more complex than many evaluators believe and have studied. Therefore a permanent and current review regarding our ways of assessing behaviors is absolutely necessary.
It must be clearly discriminated against the needs of people in terms of the work they have to do (more or less repetitive, more or less creative), distinguishing which competences characterize each of them. In addition, the type of industry in which the company operates may require some unusual characteristics.
Regarding the choice that people make regarding the organizations they "prefer", the interested reader is suggested to go to:
- RD Gatewood & Others: “Corporate image, recruitment image, and initial job choice decisions”; The academy of management journal - 1993.A. Korman: "Toward a hypothesis of work behavior"; Journal of applied psychology - 1970A. Roe & M. Seigelman: "The origin of interests"; American personnel and guidance association - 1964P. Soelberg: "Unprogrammed decision making"; Proceedings of The Academy of Management - 1966
There is no "recruiting in a vacuum". The largest corporations are the ones that have reduced their staff most dramatically in the USA to the point that more than 90% of the new jobs in that country are generated by SMEs. General Motors, Ford, AT&T, Exxon, Shell, ABC, Eastman, CBS, Black & Decker, Amoco, Gillette are among those that have aimed to systematically reduce staff.
Finally, we do not want to stop emphasizing the importance of managers as a key link between the organization's directors (their management philosophy and strategy) and the personnel who report to the managers themselves (the procedures on which they act). In many Latin American countries, managers cannot recruit and select on their own, nor can they remunerate, promote, demote or fire, but they are nonetheless required to be "responsible for their business units." We want to emphasize that companies that do not allow their managers to exercise freedom of action are working WITHOUT MANAGERS… even if they are paying them a salary and sooner or later they have to pay dearly.Managers have to learn that little is expected of them… and they have to be in a position to satisfy the upper echelons with this thought, which, unfortunately, leaves the company without direction. Without management is the same as operating a boat without a rudder.
They have asked me for a definition of management under these circumstances and I am only repeating one that I formulated many years ago (Eric Gaynor Butterfield; Michigan State University - 1974): “Managers spend many hours of their day looking up, waiting instructions from management that never come… and that eventually he should be responsible for transmitting them to his own subordinates hoping that they will comply, when in fact they have no interest in carrying them out. "
