Management malpractice is defined as the use of managers and supervisors who are unqualified and poorly trained. Simply put, organizations that are guilty of management malpractice are ones who hire, retain, and support managers/supervisors who do not have the interpersonal and people management skills needed to improve organizational performance through their people.
SYMPTOMS OF MANAGERIAL MALPRACTICE
So how do you overcome management malpractice and install competent, professional management? The answer lies first and foremost in your hiring practice and in the implementation of quality people management skills training and education that is practical, where skills are transferable, and which deals with the realities of the organization.
First, managers/supervisors need to be technically sound. Those who are not, risk the loss of credibility and respect of their employees. Selecting managers who are not technically knowledgeable is simply unwise, as it sets them up for failure even before they begin.
Secondly, managers must be selected for their people skills. They must understand that people will work best when they are encouraged to provide input and suggestions for improvement, are recognized for their contribution, given the tools and resources to get the job done, and treated with respect and dignity. Treat others the way we want to be treated is very much alive here.
Managers must demonstrate the ability to develop strong and positive relationships with their direct reports. I may be a little biased here but in my extensive management training experience, I can say with certainty that developing interpersonal competence is considerably more challenging than acquiring technical know-how.
KEY CONSEQUENCES OF MANAGEMENT MALPRACTICE
When an organization allows management malpractice to take root and grow, the results are widespread, affecting all areas and aspects of the organization. The first impact is felt by the entire corporate population. When management malpractice makes up part of the culture, or the way the organization functions, employees are sent resounding messages, and not necessarily spoken;
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