I wonder how this would relate to the Peter principle which states that every employee rises to their level of incompetence. The conclusion might be that the managerial class is not qualified to decide on what's good for others.
If you were to look at the individual histories of most senior corporate executives, most of them were in various middle management positions at some point before they became executives...
The kinds of people who were able to move above each layer of middle management were basically those who were the most skilled at manipulating others for their own personal benefit; the simple game of taking credit whilst deflecting blame. It's not surprising that the kinds of people who are able to traverse several levels of the management hierarchy to become executives completely lack any self-awareness. Thinking about themselves would distract them from their main activity which is fooling others.
I've worked in enough companies to know that those who get promoted are not those who care about others' (or even the company's) well being. This is provably true because the contrapositive statement would create a contradiction because in such case, the manager would help others to get promoted and thus they would never get promoted themselves.
There is a capability for abstraction we overlook.
Forget for a moment about what we might think about people who succeed in business, and look critically at the ones who fail. People who fail in business are the ones who want friends, honour, fame, validation, sympathy, justice, social good, and esteem. They personalize failures against these needs and stop dealing with the higher level abstraction of the success of the venture. The ones who succeed want something else, either because they already have or self-fulfill those other things, or just don't care. We can moralize and say it's the latter, but it's more often the former.
It's easier when an institution has given you the conceit that you are not morally accountable to the uninitiated or uneducated. The thing about class is that barring crime, there is no downside to betraying someone who isn't a part of your tribe, which is usually from a school. If you believe people get what they deserve, they call that the "just world fallacy," for a reason. It's a noble lie. If it weren't, you'd see more nurses and veterans in business class seats.
Anyway, long topic, but in spite of my opinions, I think it is difficult to accurately criticize management and class without the perspective of an elite education, as (perhaps horrifically) what can instruments know of their players?
My own experience is that the Peter principle is outdated. People don’t rise vertically anymore: they rise horizontally.
Instead of working their way up within a single institution, they make lots of “lateral” transfers.
The government/lobbyist revolving doors are a good example, but not the only one. How many tech workers go back and forth between big tech companies and startups, each time rising more than if they stayed put?
It creates an administrative class that has little commitment to the institutions they “serve”, and an overly valued senior class that is able to run out the door, taking the company with it.
Meanwhile people who stick with the same company - often for reasons beyond their control - end up in “lower management” positions at best.
BTW, my own experience with executives is that most have a sales or engineering background. Very few, of any, have a background in true middle management background (HR, accounting, governmental compliance, etc.)
If you were to look at the individual histories of most senior corporate executives, most of them were in various middle management positions at some point before they became executives...
The kinds of people who were able to move above each layer of middle management were basically those who were the most skilled at manipulating others for their own personal benefit; the simple game of taking credit whilst deflecting blame. It's not surprising that the kinds of people who are able to traverse several levels of the management hierarchy to become executives completely lack any self-awareness. Thinking about themselves would distract them from their main activity which is fooling others.
I've worked in enough companies to know that those who get promoted are not those who care about others' (or even the company's) well being. This is provably true because the contrapositive statement would create a contradiction because in such case, the manager would help others to get promoted and thus they would never get promoted themselves.