Product category:
Manufacturing industry news
News Release from: Chartered Management Institute
Edited by the Manufacturingtalk Editorial
Team on 24 March 2006
Self-inflicted barriers impede
manufacturing
UK research published this week shows that a culture of secrecy and suspicion is having a negative impact on decision-making within UK manufacturing organisations.
Senior managers in the UK's manufacturing sector are blaming an atmosphere of 'corporate caution' for the obstructions they face when it comes to making decisions According to the results of surveys by the Chartered Management Institute, managers in the sector are not afraid of decision-making, but they are battling against a culture of suspicion and fear
This article was originally published on Manufacturingtalk on 3 May 2005 at 8.00am (UK)
Related stories
Site manager wins National Merit Award
Site Operations Manager at Prosper De Mulder Group in Widnes, has been selected from more than 7000 to win the Chartered Management Institute's annual 'National Merit Award'.
MBA helps ascend the management ladder
Former machine operator Mark Wells, from Blackpool, has taken a step up the management ladder by gaining a nationally recognised MBA.
The findings, which are taken from research projects conducted over the past 16 months, show that 68% of managers in the manufacturing sector believe their organisation's culture has an impact on decision-making.
Asked to identify the dominant culture in their organisation, one third (30%) spoke of workplace environments dominated by secrecy and suspicion.
Only a minority suggested they have the freedom to make decisions, with 15% referring to an 'entrepreneurial' culture.
Further reading
Office life policy and management to be addressed
Forthcoming activity at the Chartered Management Institute include discussions about UK government legislation and UK government Budget announcements.
Report looks at quality of working life
Increased anger and loss of humour amongst people in the workplace are just two of the knock-on effects that manufacturing businesses now have to deal with due to poor workplace health.
Sickness levels cut UK manufacturing performance
In a recent report, growing levels of sickness are being blamed for under-performance in manufacturing businesses throughout the UK and two out of thre managers do not report illness.
With only 6% of managers in the manufacturing sector saying that making decisions at work is difficult, it is clear they are not afraid to make choices.
However, the research studies highlight cultural barriers can hinder the decision-making process.
Key findings include: * Fear of failure - 29% of managers in the sector say their organisation's culture is 'risk averse'.
Asked about decisions that have been made against their better judgement, 13% said it was the result of bureaucratic processes.
* Lack of trust - only 11% of managers say their organisation exhibits a trusting culture and less than 1 in 10 (8%) are given 'sign off' responsibility * Reactive not responsive - about one third (39%) claim their organisation's culture is reactive and 10% are wary of the 'suspicious' nature of employers.
With these views in mind it is no wonder 29% suggest their organisation responds to change in an 'ad hoc', haphazard, fashion.
According to the results, the sector's managers also care deeply about the impact their decisions have on others.
16% admit to reflecting on decisions, after they have been made.
The majority (76%) are more concerned about the impact their decisions have on their employer, with only a tiny minority (1%) admitting their primary concern is their own career.
Demonstrating that they understand the effect decisions can have on others, many managers also expressed a desire to be answerable for the choices they make.
31% suggested that 'accountability' is a vital element of decision-making and 15% cited 'responsibility'.
Jo Causon, director, marketing and corporate affairs at the Chartered Management Institute, said: "In contrast to populist stereotypes, managers are passionate about the impact their decisions have on others.
However, they appear to be working in environments where decision-making is regarded with an element of fear.
No one is suggesting that caution should be thrown to the wind, but if morale, performance and productivity are to be improved organisations need to create a culture where decisions can be reached based on empowerment and entrepreneurial spirit." Reacting to the findings, the Chartered Management Institute has created a resource for managers to help them make decisions.
A series of management checklists, diagnostic tools and general advice is freely available via the Institute's Web site.
From 30 March the micro-site will also host answers to decision-making dilemmas, with advice provided by Sir Michael Bichard, Terry Corby (Accenture), Philip Dewhurst (BNFL) and Andrew Summers (Brandsmiths).
• Chartered Management Institute: contact details and other news
• Email this article to a colleague
• Register for the free Manufacturingtalk email newsletter
• Manufacturingtalk Home Page
Search the Pro-Talk network of sites
