Why are many managers reluctant to take the actions necessary to correct for deviations?
493439
The system doesn't necessarily reward managers when they correct non-career ending errors.  To correct them OFTEN is to give evidence that they are incompetent.  So, it's a human inclination to just let them slide.  There are no incentives, if any, negative incentives (in some cases).\nAlso, many people refuse to admit they are wrong, and they'll justify, rationalize their previous actions, even when current (new) facts prove them wrong.\nIf you want to learn more about the subject, read "Judgment in Managerial Decision Making Judgment in Managerial Decision Making by Max H. Bazerman.  He's a leading expert on the topic.
771563
LOLOL   A  wise man once  said  that  the only person  who gets it  right every time is the one who got it wrong first.  THAT is the smart part of the  answer.   I myself  would simply add  that this is the reason why it is no shame to have  tried to do something and  failed.   It is only a shame  when that  person fails to  keep  trying.
212746
Sometimes my boss is a real pain.  It wouldn't be so bad if the person had any common sense about things.  I mean some things my boss thinks up is so asinine!
988324
The strategies for large companies might be a bit more vague. Also the implementation might involve hiring more people or moving other projects out of the way.
1064196
I did some research as I became a manager years ago. It seems that the biggest mistake new managers make (and I did it too) is to act as if they will direct other as to how to do thier job.\nActually it is the worker that is the expert on thier job. As a manager you should be the one who askes the question "What would make your job easier, better, more efficent, etc."  then go about helping remove the problems they tell you about.\nIf you do this as your main focus, you will be respected, seen as a team player, and find your own job is fullfilling and a whole lot less stressful.\nGood luck!
370770
Try keeping a journal of his behavior and taking it to his manager with the promise that you will also give this to your manager and request that it be discussed at the next managers meeting. Also imply the cost effectiveness (or lack thereof) due to decreased productivity. This can also go to someone higher up in the company. If you prove that his behavior will effect the bottom line you should get the response you need.
291849
Because the Executives in Charge feel that Risk Management is costly and non productive.  Many large Organizations, will cut out functions that they consider non-productive like Quality Control, Internal Audit etc.  The truth is that Executives do not know how to Manage those functions, so they would rather not have them.
136649
While there are times when this could get annoying. I want to say that there a re a good many times at work, when as Manager I have to make a decision or a statement without having all the facts. It is at these times when I have to sound convincing as all hell and get my team to give their all on an effort. It is vital that I act believable or we are doomed. Often in the business world, the worst thing you can do is nothing
848235
this why people say no affairs at work.\n\ndon't let it happen again.
934590
Yes.  We have one guy that wouldn't know the truth from a lie if it bit him in his butt.  Got several people who don't pull their weight, so the rest of us have to cover for them.  We have a salaried manager who gets friendly with hourlies, only these hourlies are the ones who don't work, like to play and talk rather than work, and those that think the system owes them.
1187190
I believe there are 4 factors involved.\n\n1) People are generally more incompetent today. I used to manage a custom metal fabrication shop and I couldn't believe what basic concepts people don't know. 40 years ago people in this industry had to do everything by hand so they needed to know more about how things worked. Now they just stand in front of a machine and push a button. The more we stop learning from experience (i.e. too much weight on one side of the see-saw keeps the other side from going down) and rely on observation (TV, etc) the worst we are going to get at applying useful information to new situations.\n\n2) Tying in with number one, people put too much emphasis on a sheep skin (degree). I know one guy who has a degree in business and another guy with a degree in engineering. They both own businesses but the one with the business degree is a better engineer and the opposite is true of the other guy. People learn better when they have to learn something in order to put food on the table. When someone has a degree in a certain area they tend to stop learning in that area because they think, "I have already learned it all.", even when what they learned doesn't actually apply to what is happening.\n\n3) Managers do not know how to manage people. That is their job. They are supposed to help you do your job, NOT try to do your job for you. They best managers are the ones who let their employees do what they know how to do.\n\n4) Companies are looking to spend less. I have found over time that the value of having a knowledgeable person in a position is hard to justify to the bean counters. Instead of having a purchasing agent that knows what he is ordering and what type of service they are getting, companies put a glorified Secretary in the position, who simply orders the numbers and goes with the lowest price.\n\nAs for starting your own business, you are going to go from having stupid bosses to having stupid employees.\n\nHopefully you will eventually find a place where everything comes together for you.
118200
In every organization, both management and the general workforce tend to resist change, whether it be in systems, culture or environment. That is natural  people are usually happy to continue with what they have always done. The change brought about by the introduction of a quality management system (QMS) – particularly in service industries is no exception. However, companies that resist this change will find that they become less effective, and thus less competitive, in markets where customers demand trouble-free products and services.\n\nTo address the resistance, it helps to look at the questions that stakeholders may have about QMS in their company:\n\n    * "Why do we need to document a process?"\n    * "Why do we need an organization chart?"\n    * "Why do we need version control and document control?"\n    * "Do we need QMS if we only have 100 or less employees?"\n    * "Does QMS provide any internal efficiency or is it only to provide a competitive advantage?"\n\nThese are the questions that all stakeholders need answered before embarking on the journey of installing a quality management system in their company. In addition, there are other questions mainly for the management of the company. Here are two important ones:\n\n    * Does leadership want a quality management system for some type of certification, or does it really want the company's work to have a systematic process-oriented approach?\n    * Does leadership understand how the current "pain" areas can be minimized or eliminated if the company has more efficient processes?\n\nA System for Developing or Improving Processes\n\nEstablishing a quality management system is not rocket science. The intent of any QMS is simply to provide a system for developing or improving processes through a structured approach, effective deployment and better control. Answering a couple of the stakeholders' questions can help explain this and make the need for a quality management system more clear.\n\n"Why do we need to document a process?" Some might argue that everyone knows the process and has been trained in how to do their work, so why document it? The response must be that in service industries, especially in a high-attrition environment like business process outsourcing (BPO), it is all the more imperative to have documented processes.\n\nDocumented processes help in the following ways:\n\n    * Processes are optimized when best practices are documented.\n    * Processes do not become person-dependent  any new employee knows how to do the work.\n    * Key activities run smoothly when responsibilities and accountability is clearly assigned.\n    * Defects are easier to capture and eliminate at the earliest stage.\n    * Prescribed corrective actions can be taken as soon as defects occur.\n    * Written changes in procedures and policies reduce ambiguity and increase change control in the environment.\n    * Consistent process measures help gauge if everything is going well.\n    * Better understanding of processes ensures compliance in service delivery.\n\nThe quality management system not only provides a structure and framework, it also ensures the rigor of an audit mechanism that enforces corrective action. Continuous improvement happens within all processes in a systematic manner.\n\n"Why do we need an organization chart?" An organization chart outlines the support structure for every individual process and also gives the roles and responsibilities required for each of the blocks on the organization chart. The benefits are:\n\n    * An organization chart allows clients to see the support structure for products or services.\n    * The roles and responsibilities give a clear understanding of the job for the person who is new to the system.\n    * The documentation of roles and responsibilities does not leave anything to interpretation that might vary from person to person.\n    * The
970711
It sounds as if your employer best not be told that you are unaware of the needs to complete your task.  Why not ask, otherwise?
338527
Success usually comes to those who are too busy to be looking for it .it s possible to be fail in many ways ...while to succeed is possible only in one way
376262
yes, management must be as tight to make organization work
827216
I agree. If you are doing a good job then you need to speak up. The squeaky wheel gets the oil. Managers have a lot of things to do. If you work hard and are not being recognized you need to make yourself known to them. I have had multiple management positions and for all of them I just walked up and asked my manager what I needed to do to get a promotion. Many managers enjoy straight people who just go up to them and are bold and confident.
777773
No. People make mistakes and we need to allow a little room for 'goofs'. Yes some people will consistently get 'out of line', but we should recognize those and act accordingly, and treat such as the 'exception to the norm'. .