THE BBC comedy The Office is cleaning up the TV awards and there are many theories as to why it is so popular.

Obviously, the writing and acting is first class, with the result that the viewer doesn't know whether to laugh or cringe - but cannot switch off. The fly-on-the-wall filming style appeals to the current fad for reality TV while the relationship sideplots cater for soap opera lovers.

But I suspect the real attraction is that we have all come across people in real life who portray the same traits as those in the show - in particular the Boss From Hell, David Brent.

Confirmation of this came from US professor Michael Porter, a lecturer at Harvard University, who has been hired by the Government to "remedy the failure" of UK management.

Listening to the professor on Newsnight, I found myself nodding in agreement as he highlighted the changes Britain needs to make if it is to prosper. He identified one major problem as middle to senior management who simply have not been trained in people skills. Many lack the ability to manage rather than dictate, to respect and encourage feedback rather than stifle any form of criticism.

They are very good with process but completely useless when it comes to communicating with staff and public.

I shall leave it to the Government and the Harvard professor to sort out GB Plc, whilst I concentrate on Middlesbrough.

To slip into another bit of jargon, there is a saying in the computer world that "nobody ever got fired buying Toshiba". It's a tribute to the reliability of the brand.

In Middlesbrough we do not want to copy the likes of Leeds and Newcastle, what we want to do is create our own identity, our own brand.

The council can do its bit in cleaning up and promoting the town, improving safety and encouraging investment.

But individual managers, whether they are in a fast food shop or a car showroom, have a vital role to play. Their input is reflected in the way the staff go about their business - the impression a customer is left with.

Walking the shopfloor and encouraging dialogue is vital in breaking down the barriers and creating a team approach rather than a 'them and us' atmosphere.

Prof Porter also highlighted the logjam of Britain's roads as a major obstacle to progress and once again I found myself nodding in agreement.

I am convinced the twice daily rushhour congestion that now clogs up most of Britain's towns and cities not only wastes time but also contributes to the ill-health of the nation through stress and pollution.

That's why I applaud Ken Livingstone for introducing the congestion charge scheme in London. Many people have theorised about how we solve the problem but at least Mayor Livingstone has actually grasped the nettle and tried to do something about it. Not only that but he was honest enough to declare his plans to the public before his election.

Honesty, communication and decisiveness are crucial functions of managment. It's why some people become chief executives, whilst others face redundancy from a Slough paper products supplier.