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Inflexible management patterns

Name(s): 
Inflexible management structure
Nature 
Inflexible management patterns are unable to adapt to the changing needs of production and the changing expectations of employees.
Broader 
Inefficiency
Inflexible leadership
Inferior status employment
Deficient business leadership
Narrower 
Rigid personnel hiring policies
Economic bias of worker benefits
Loss of the significance of work
Disruption of work schedule due to computerization
Related 
Inflexible computer systems
Foreign control of natural resources
Over-specialized supervisory personnel
This problem is a member of 20 aggravating loops
Aggravates 
Mismanagement [in 1 loop]
Corporate title inflation [in 1 loop]
Production of non-essentials
Unethical personnel practices [in 9 loops]
Poor managerial communications [in 5 loops]
Non-inclusive management decisions [in 2 loops]
Commercial disregard of social responsibility [in 2 loops]
Lack of time flexibility in the labour market [in 1 loop]
Aggravated by 
Social stratification
Bureaucratic cooperatives
Inflexible military thinking in industry
Inadequacy of prevailing mental structures to challenge of human survival
Reduced by 
Change
Strategy(ies) 
Providing flexible management patterns
Value(s) 
Inflexibility
Mismanagement
Type 
(F) Fuzzy exceptional problems

About the Encyclopedia

The Encyclopedia of World Problems and Human Potential is a unique, experimental research work of the Union of International Associations. It is currently published as a searchable online platform with profiles of world problems, action strategies, and human values that are interlinked in novel and innovative ways. These connections are based on a range of relationships such as broader and narrower scope, aggravation, relatedness and more. By concentrating on these links and relationships, the Encyclopedia is uniquely positioned to bring focus to the complex and expansive sphere of global issues and their interconnected nature.

The initial content for the Encyclopedia was seeded from UIA’s Yearbook of International Organizations. UIA’s decades of collected data on the enormous variety of association life provided a broad initial perspective on the myriad problems of humanity. Recognizing that international associations are generally confronting world problems and developing action strategies based on particular values, the initial content was based on the descriptions, aims, titles and profiles of international associations.

About UIA

The Union of International Associations (UIA) is a research institute and documentation centre, based in Brussels. It was established in 1907, by Henri la Fontaine (Nobel Peace Prize laureate of 1913), and Paul Otlet, a founding father of what is now called information science.
 

Non-profit, apolitical, independent, and non-governmental in nature, the UIA has been a pioneer in the research, monitoring and provision of information on international organizations, international associations and their global challenges since 1907.

www.uia.org