This management development article combines research with my own thinking.
I hope you find it interesting and useful.

As organisations evolve their infrastructure and approaches to management development become established. Whilst management development vocational programmes and supporting management techniques, tools, procedures and standards, etc, are essential they often introduce organisational rigidity. Also with "maturity" organisations often become too big, have to many management levels and get over complicated. Consequently departments, functions, or divisions, do not interconnect well. The result is decision making becomes unclear, information is poorly communicated, projects do not get finished, or are late (and usually over budget) and internal politics creep in, resulting in power bases and pressure groups becoming established. Ergo organisational paralysis, even chaos, sets in with problems and frustration spreading resulting in falling performance. With a better the devil you know belief organisations become an eco-system that can be difficult to change. Within this general confusion and with constant organisational change being a modern necessity the individual's role becomes unclear and difficult to execute even to the point of being meaningless. People ask "Why am I here?", and "I no longer seem to have a purpose, a direction or adequate support". Consequently they either leave or slide into impotence and so the organisation becomes weakened, even unmanageable, certainly organisations cease to function well.