Corporate Governance

There are a large number of people in my company who are called 'managers'. There are project managers and portfolio managers and engagement managers and account managers and delivery managers and, and, and...
The question arises - why is it necessary to have so much management? I think a large part of it is just terminology.
A minor part is because the company is basically Indian. Despite having sites around the world the internal culture is very much sub-continental. As an non-Indian, one of the things that is clear is that everyone wants to be a manager. I have been told that this is cultural. Status arises from the number of people/activities that you influence rather than the work you do yourself (as it is in my home culture).
However, there are a number of roles in any company which are referred to as 'manager' but which I would suggest are more governal (is that a real word?). These are the "senior management" roles. The CxO level jobs are not trully management, or they shouldn't be. These are governance roles in the same way that national government is not the same as management. The Bureacracy is in charge of management. The ministers and congressmen and corporate leaders are in charge of setting direction and creating policy.
To have policy set by junior staff in the IT department means that the overall goals of the business can be short-circuited by someone with no view outside their office. (Of course the junior staff member in IT may have a wider vision than the CIO but we are talking about abstract roles and responsibilities here, not real people).
Hence the 'senior management' would be better referred to as 'corporate governors'. The change in title would hopefully give a different focus to the roles.
Of course, a good policy maker takes into account all the consequences of the policy and will canvas feedback and suggestions from all stakeholders. (Again we are back to ministerial roles rather than management.) Just as it is the duty of every member of the organisation to bring details (and ideas) to the attention of the governance team. Implementation of the ideas and management of the process is not however, the responsibility of the governance team.

This has drifted far from what I wanted to say - about the nature of government in most organisations - but I think it is a necessary prelude to define the approach.