Question

"The successful manager is sensitive to the power structure in the organization. In considering any major current proposals he can plot the position of various individuals and units in the organization on a scale ranging from complete, outspoken support down to determined, sometimes bitter, and often well-cloaked opposition. In the middle of the scale is indifference. Usually, several aspects of a proposal will fall into this area, and here the manager operates. By assessing the depth and nature of blocks in the organization, the manager can move through what I call corridors of comparative indifference. He or she seldom challenges a blocked corridor, preferring to pause until it has opened up."

1. Why would a manager choose to take action through "corridors of comparative indifference"?

Answer 1

Answer:

Sense of temporal order

Circumstances like these mean that an honest sense of temporal order may be an invaluable quality for a king. As an example, a vice-chairman had for a few times been convinced that her company lacked a way of direction and required a proper long-range coming up with an activity to fill the void. Up to the time in question, her soft overtures to different high executives had been rebuffed. Then she noticed a gap.

Cautious Pressure

As good managers stand to some extent in time, they will establish a collection of goals, albeit pretty hazy. Their timetables, additionally pretty hazy, recommend that some goals should be accomplished ahead of others which others could also be safely deferred for many months or years. They need a still hazier notion of the way to reach these goals. They assess key people and teams. They apprehend that everyone has its own set of goals, a number of that they completely perceive et al. concerning that they will solely speculate. They apprehend additionally that these people and teams represent blocks to bound programs or come, which as points of opposition; they have to be taken into consideration. As everyday operative choices, are created, and as each people and teams answer proposals, it's a lot of clear wherever the corridors of comparative indifference ar. The manager takes action consequently.