Management
- keeping staff & organisation relevant
Michael F. Waterhouse PhD, November
2006
Organisations are made up of “believing”,
“belonging” and “producing” people.
Which one of these three dominate beliefs reflects your organization?
An organization can be viewed as a combination of three organisational
types: 1) Ideological Objectives (whereby people with a common
ideology gather and work together to develop, promote, and manage
the application of their beliefs – a “BELIEVING”
organisation); 2) Social Objectives (whereby people gather and
work together to form a social and nurturing “community”
promoting and developing ways for serving the community’s
needs – a “BELONGING” organisation); and,
3) Production Objectives (whereby people gather and work together
to develop and produce products or service for targeted clients,
regardless of belief or belonging – a “PRODUCING”
organisation) .
While all three objectives are usually present in any organisation,
the underpinning fundamental objective is only revealed by how
management achieve organisational relevance and survival in
its environment. Often it is revealed in a crisis or when company
survival is threatened. Such moments reveal bare-faced, management’s
fundamental values and goals. In Australia today, finding good
experienced staff is becoming problematic. It is beginning to
look like a “crisis” for some employers.
So is it better to upgrade and skill your existing staff, or
hire away your competitor’s staff (with an offer of more
money) hoping they are adequately trained for your organization?
Will staff have greater loyalty to an organization that provide
career development and training programs? I am reminded of the
saying “a bird in the hand is worth two in the bush.”
Paralysis is not a solution.
Effective organisations provide consistency amongst organisational
structure, developmental and operational systems and processes,
and the allocation of financial, material and intellectual resources
for delivering competitive and profitable performance. Sometimes
called “Strategic Management.” The primary responsibility
of corporate and senior management is to strategically design
and build internal infrastructure that efficiently integrates
and aligns incentives and resources for operational staff to
achieve corporate objectives and goals. When ordinary staff
know how they contribute to company goals, you have motivated
purposeful employees.
While the popularity of strategic planning and management ebbs
and flows with each economic downturn and upturn, those who
persevere with it finds it brings rewards of a more sustainable
organization. Strategic management addresses the ‘big
picture,’ long-term positioning and sustainability of
the organisation by addressing the questions: Who are we
and where are we going as a firm (Corporate Vision)? How are
we going to get there (Corporate resources and motivations,
guidance and control systems)? and, How can we measure progress
(performance measurement)? Without these blueprints and
supporting infrastructure, the organization will “blindly
stumble forward” opportunistically and reactively into
a globally competing future. Without related operational directives
(such as realistic targets, control budgets and financial resources)
staff cannot achieve Corporate Goals.
So if you would like to discuss assistance in either ‘on-the-job”
training or Strategic Management give Carl a call at 1300 136
904.
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