Senior management secrecy from an Organizational Behavior point of view?

Hello,

When senior management feels it should deal with people working in its
own organization at the management layer and below, what does that do
to an organization eventually?

Does it alienate people?  Does it encourage distrust of the leaders? 
Does it cause staff to feel insulted that they're being looked at as
non-trustworthy?  Does that get in the way of clarifying the goals and
objectives?  Does it cause the loss of accountability?  Feeling that
management is not only worried about staff leaking and abusing
fundamentally required information, but that they would like to keep
credit at the above layers?

I'm seeking an opinion of someone with experience and knowledge in the
area of Organizational Behavior and how the above impacts the behavior
of that organization and impacts performance, accountability, drive
and trust.  If I missed anything, do let me know and please consider
this as a discussion and a request for a subjective opinion rather
than an opportunity to list reference sites of supporting information.

Thank you.

/Dusty

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Request for Question Clarification by pafalafa-ga on 23 Jan 2004 07:22 PST

>>If I missed anything, do let me know <<

I think you might have missed a word or two in your actual question,
because I've looked it over twice, now, and I can't quite make out
what you're asking:

>>When senior management feels it should deal with people working in its
own organization at the management layer and below, what does that do
to an organization eventually?<<

Perhaps some of the words are secret, and you can't reveal them to us...?!?!

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Clarification of Question by dustydune-ga on 23 Jan 2004 12:52 PST

Ops! :-)

Here's a rephrase:

When senior management feels it should deal with people working in its
own organization at the lower management levels and below in a
secretive and on a ?need to know? basis, what does that do to an
organization eventually?

Better? :O)

/Dusty