OMG! A company I used to work for totally did that! They did an employee survey and found that satisfaction among the rank and file was between 25%-30% depending on what area of the company they worked in. Management hired an employee engagement officer (one person for a 5,000 employee company) and gave this poor person the mandate of improving morale. They did not give this person a budget, so all of the ideas and initiatives had to be "free", and nothing else in the company changed. They surveyed employees again the following year and were surprised to see that the scores had dropped even further . . . and then the employee engagement officer position was eliminated and there were no further surveys.
the rules are as per The Caine Mutiny:
"For every task" says capt Queeg (Management) "there is a right way to do things, a wrong way, the company way and my way. You'll do it my way."
What worries me is that Dilbert is not a comicstrip but an anthropological study of corporate life accurate to the last detail.
What really worries me is that I have seen pretty much all the adverse management behaviour traits in not just one company but in the several that I have worked for. It rather suggests that management is universally dangerous and harmful.
It could be worse, they could be politicians I suppose. But Lawyers seem to be more inclined to think they can run countries than "managers". (though we don't have much appreciation for lawyers either.
In some engineering blogs I find that MBAs are the most reviled creatures on the planet. (closely followed by HR and IT).
In the UK this is the "Investors in People" scheme so beloved by management because they get a shiny brass plaque to put in reception.
Management usually calls in these consultants in the belief that they will identify all that is wrong with the work force. They are then disturbed to find that what is revealed is that the workforce is generally OK, but suffering low morale and it is management that are not OK.
They still accept the plaque and put it in reception but tend to ignore all that comes from the report.
PS When they surveyed our company they also interviewed random (Random? perhaps those identified by management as trouble makers) workers.
I was told I was a "cynical terrorist".
I admit the cynical bit but can only assume (with some gratification) that I had some power to terrorise management.
Companies in really deep trouble are identified by the way management hides in their offices and try to put the coffee machines as far as possible from the workers and who worry when two or more people gossip by the coffee machines fearing rebellion.