arate functions and divisions. But marketing couldn't be separated from running the business. Business development (sales) people weren't effectively trained and supported to position to the larger strategy or new market position (they got a one day information session and a few updates).

A key division that provided the umbrella strategic services to po

"The practice of management is badly misunderstood by management scientists who confuse thinking with merely being logical." — Ted Levitt, Thinking About Management

Far too many organizations are ruled by bureaucrats and technocrats either in management or staff support roles. One of their (often unconscious) driving motives is to "eliminate the human factor." They feel that their technology, systems, and processes would work so much better if it weren’t for all the people always messing things up.

Here are some telltale signs and examples of Technomanagement:

• Bureaucratic language is a dead giveaway of a technomanager. In talking about cross training and moving people around, one bureaucrat called it "rotationality." He said it with a straight face and everyone in the room nodded knowingly.

Hierarchical language also shows where many technomanagers are coming from. "How many people work for you?" (to which one dissatisfied manager replied, "about half"), "subordinates" (and its especially repulsive companion "superiors"), "staying on top of things," "my people," and "down the organization" show the need many technomanagers have to dominate and control.

• A senior manager in a professional services company assigned a staff support person to fix the marketing efforts of their divisions. It didn't work. The failed effort sprang from an all too typical view of the organization as segmented and separate functions and divisions. But marketing couldn't be separated from running the business. Business development (sales) people weren't effectively trained and supported to position to the larger strategy or new market position (they got a one day information session and a few updates).

A key division that provided the umbrella strategic services to pos

ctor." They feel that their technology, systems, and processes would work so much better if it weren’t for all the people always messing things up.

Here are some telltale signs and examples of Technomanagement:

• Bureaucratic language is a dead giveaway of a technomanager. In talking about cross training and moving people around, one bureaucrat called it "rotationality." He said it with a straight face and everyone in the room nodded knowingly.

Hierarchical language also shows where many technomanagers are coming from. "How many people work for you?" (to which one dissatisfied manager replied, "about half"), "subordinates" (and its especially repulsive companion "superiors"), "staying on top of things," "my people," and "down the organization" show the need many technomanagers have to dominate and control.

• A senior manager in a professional services company assigned a staff support person to fix the marketing efforts of their divisions. It didn't work. The failed effort sprang from an all too typical view of the organization as segmented and separate functions and divisions. But marketing couldn't be separated from running the business. Business development (sales) people weren't effectively trained and supported to position to the larger strategy or new market position (they got a one day information session and a few updates).

A key division that provided the umbrella strategic services to po

led it "rotationality." He said it with a straight face and everyone in the room nodded knowingly.

Hierarchical language also shows where many technomanagers are coming from. "How many people work for you?" (to which one dissatisfied manager replied, "about half"), "subordinates" (and its especially repulsive companion "superiors"), "staying on top of things," "my people," and "down the organization" show the need many technomanagers have to dominate and control.

• A senior manager in a professional services company assigned a staff support person to fix the marketing efforts of their divisions. It didn't work. The failed effort sprang from an all too typical view of the organization as segmented and separate functions and divisions. But marketing couldn't be separated from running the business. Business development (sales) people weren't effectively trained and supported to position to the larger strategy or new market position (they got a one day information session and a few updates).

A key division that provided the umbrella strategic services to po

ngs," "my people," and "down the organization" show the need many technomanagers have to dominate and control.

• A senior manager in a professional services company assigned a staff support person to fix the marketing efforts of their divisions. It didn't work. The failed effort sprang from an all too typical view of the organization as segmented and separate functions and divisions. But marketing couldn't be separated from running the business. Business development (sales) people weren't effectively trained and supported to position to the larger strategy or new market position (they got a one day information session and a few updates).

A key division that provided the umbrella strategic services to po

arate functions and divisions. But marketing couldn't be separated from running the business. Business development (sales) people weren't effectively trained and supported to position to the larger strategy or new market position (they got a one day information session and a few updates).

A key division that provided the umbrella strategic services to position and pull through the core business services was forced to continually justify itself as a stand alone, profitable business to the accountants running the company. So the structure of the organization couldn't support working across a broader market that called for integrated divisions serving customers through regional (rather than head office) management.

• Management's needs, goals, and perspectives are the starting point for all activities. Managers and their staff professionals are the brains and employees are the hands. Employees serve their managerial masters and do as they are told. Broad business perspectives and strategies, operational performance data, problem-solving and decision-making authority, and cross-functional skills are kept by management.

• In a financial crunch, Technomanagers often "cut heads," "trim the fat," and "tighten belts" in short-term attempts to bring costs down. While wholesale slashing and burning can be a short-term success, it's often a long-term disaster. Not only is the organization weakened and demoralized — while customer service plummets — but, in addition, the fundamental cost structure hasn't really been changed. So costs creep back up.

• Technomanaged companies are head-office-driven. Field professionals have little input to product development priorities, marketing focus, accounting systems, etc. Their only means of providing input is on committees (which t