Amen to what you say. A caveat: It might be dangerous for some to be in
the position of being judge and jury of what needs to be done. To gather
*objective* evidence for what you are eliminating, keep record and
results. e.g.--very simply--link every activity to the aim of
theorganization. Indicate why or why not an activity/process fits the aim
of the organization. If it does, flow chart the process and see how many
steps can be eliminated. Keep record of the end results of your efforts.
You probably will accomplish more in less time.
Richard Charles Holloway wrote:
> It seems to me that we had similar challenges facing us during the
> recession (felt like a depression) of the early 70's when companies were
> "cutting & slashing" (I don't remember the term "down-sizing" being used
> then) their workforce. Managers were an endangered species in many
> industries. During the aftermath, as people in organizations tried
> desperately to generate activity, a management practice that became the
> vogue for awhile was introduced. It was called "monkey management."
>
> The key to monkey management, as I recall, was the realization that all of
> us tend to generate activities (busy work) that simply cannot and should
> not be resourced.
...snip by your host...
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