In our recent research, we found that senior\n\nexecutives and managers have different attitudes on numerous issues\n\nthat relate to work and business in genera \n\nFor example, senior executives (CEO, chairman, president, senior vice\n\npresident, general manager, etc.) are somewhat optimistic about how\n\nmuch strength the economy will gain over the next 12 months, with three\n\nquarters of them seeing it strengthen.\n\nMeanwhile, two times more managers (assistant vice president,\n\ndirector, manager, supervisor, etc.) than senior executives say the\n\neconomy will lose strength.\n\nSenior executives see business growth as the biggest issue\n\nfacing their organization today while the majority of managers place\n\nbusiness efficiency at the top of the list.\n\nWhen it comes to overall employee morale at their department or\n\norganization, more than two-thirds of senior executives see it as high\n\nwhile only half of managers feel the same way. \n\n\n\nAnd when it comes to their personal morale at work, 78 percent of executives say it is high compared to 64 percent of managers.\n\n\n\n\n\nThe reasons for the differing points of view could range from amount of\n\naccess to information to interactions with employees and customers, not\n\nto mention personal experience and rank in an organization. Though the\n\nindividual viewpoints cannot readily be altered, realizing the\n\nviewpoints of others could be helpful in communicating and executing. \n\nThere also are similarities in viewpoints. For example, conducting\n\nbusiness would be better if more people would respect our time,\n\naccording to 85 percent of executives and 85 percent of managers.\n\nHowever, while less than half of managers see using cell phones\n\nappropriately as a way to improve conducting business, three-quarters\n\nof executives see it that way.\n\nConcerning the amount of external regulations such as\n\nSarbanes-Oxley that affect departments or organizations, 73 percent of\n\nmanagers say the regulations have increased compared to 88 percent of\n\nexecutives. These external regulations have increased the personal\n\nworkload of 65 percent of managers and 75 percent of senior executives.\n\nHalf of both executives and managers think that chief\n\nexecutives should spend more time externally focusing on customers\n\nwhile 5 percent of senior executives say their time should be spent\n\ninternally focusing on employees, compared to 12 percent of managers. When it comes to serving customers, 70\n\npercent of senior executives say their organization emphasizes\n\nacquiring new customers, while only 56 percent of managers see it that\n\nway. The majority of managers say that their organizations emphasize\n\nexceeding the best customers\u2019 needs.\n\nSenior executives are on the road more than managers, with 46\n\npercent of them having traveled 11 or more times within the past 12\n\nmonths. Only 23 percent of managers traveled that much. The future\n\ntravel pattern looks the same, with 49 percent of senior executives\n\nplanning to travel 11 or more times within the next year, compared to\n\n27 percent of managers. \n\nBoth executives and managers are being shortchanged in vacations. With\n\n85 percent of executives and 71 percent of managers entitled to four\n\nweeks or more, less than 40 percent of either group takes it all.\n\nBy taking into account each other\u2019s viewpoint and perspective,\n\nsenior executives and managers will at least have a better chance of\n\naligned communication.