Hi Vash,
I am browsing this thread looking for a specific issue, and saw this posting. I realize I'm responding several months after you intially posted this, but I'd like to comment.
I think that it is as simple as YKT suggests. But we often forget about the special skills required by supervision and management when we promote or hire.
I think that many companies promote workers to supervisory and managerial levels based on their job knowledge vs on the skills needed to be a manager or supervisor. as a result they get a technically competent person who is an unskilled or lousy manager. That has a direct effect on the company's ability to perform to goals.
What I've seen companies do, and YKT and Al both alluded to this, is create a checklist of qualities that a good manager must possess and then promote someone who either has those skills or else has the ability to learn them. Xerox had one I saw some years back called "How to be a Role Model Manager" that I thought was excellent I'll see if I can dig it out of the archives for you. It clearly said, that if you wish to progress upward at Xerox, you must have certain qualities and be an active supportor of those things important to Xerox. (quality leadership was one)
The standard says that people performing work (affecting quality) need to be competent based on appropriate education, training, skills and experience.
This includes Managers, because they effect so much of the work being done.
