{{B}} Don't follow that theory - think for yourself!{{/B}}
In the 1990s, according to US author Eileen Shapiro, managers have abandoned the right to manage. She argues that managers in the USA have lost confidence.{{U}} (0) H {{/U}}

She describes a corporate culture which is extremely defensive and which has as its motto 'Managers should always follow the latest short-lived management theory, no matter how irrelevant it may be'.{{U}} (9) {{/U}}In turn, these have been followed blindly by managers who have given up their central responsibility - taking decisions about their own business in their own particular circumstances.

"I really believe a manager's job is to manage", she says. But increasingly, she feels, they do everything but that. {{U}} (10) {{/U}}That's because this, the identification of problems and opportunities, is the scariest part of management. Managers try to avoid the anxiety it brings by simply applying the latest theory to any problem.{{U}} (11) {{/U}}Managers should, she believes, confront these head-on.

It is not that Ms Shapiro does not believe in cutting out unnecessary management layers and opening up organisations. Her criticism is that theories are often presented unthinkingly as solutions and are applied by managers who do not really understand what they are saying.

"Theories are often regarded as if they are some sort of miraculous cure for any type of problem", she says. "However, many projects have failed because theories have been applied which were not appropriate to the situation."{{U}} (12) {{/U}}The blame for this inappropriate application of theories lies, she claims, mainly at the door of consultancy firms. It is difficult for big firms of consultants to specialise sufficiently. They cannot hope to offer exactly the service that a company requires at a price which the client is able to afford.{{U}} (13) {{/U}}This is worse than having no help at all.

One of the most serious potential consequences of following theories without considering whether they are appropriate or not is a loss of staff morale and motivation. Obviously, this is something to be avoided.{{U}} (14) {{/U}}However, Ms Shapiro believes that, unfortunately, unless managers begin again to take responsibility for their own actions that is exactly what will happen.
A. They therefore end up developing generalised solutions which are offered to clients regardless of an organisation's specific problems.
B. There are many firms of consultants offering help to companies.
C. No manager in their right mind would want to work with an angry, cynical or alienated workforce.
D. Just because a course of action has succeeded in one context, it does not mean it will be right in other circumstances.
E. From 'mission statements' to 're-engineering' she shows how one theory has replaced another in quick succession.
F. But in doing so, they often fail to address the real issues.
G. They fail to tackle the central management task, which is diagnosis.
H. They therefore no longer have the courage or the ability to take responsibility for their decisions.