Summary Reviews

The framework for expectations and obligations in large organizations takes the form of a THEE structural hierarchy. These expectations and obligations intrinsic to organizations are bi-directional: management ↔ employees

Employment by an organization generates:

■ personal requirements of all employees (staff)
&
■ management requirements of employees who are managers

The degree to which the various expectations and obligations are met, powerfully affects the quality of life at work and impacts on the quality of achievement.

The organizational process for staff is driven and limited by agreeing a compact-CG7; and it depends upon a foundation of doing necessary work-CG1. Below are Tables of the Groupings with their functions and structures. The diagram of the whole framework is provided here.

Where did the CG elements in these Matrices come from?  

They came from combining the seven means of achievement: CL1-CL7 as found in the hierarchical framework for achievement in organizations. This Tree was itself derived from the spiral of management culture.  The Spiral was in turn derived from a TET analysis of the approaches to making decisions.

Functions of Organizations & the Requirements

No.	Grouping	Function	Personal & Management Requirements
CG7:	Providing incentives	To align personal and organizational interests.	Personal Obligations Management Obligations
CG6:	Showing commitment	To adhere to a course of action and affirm its values.	Personal Adjustment Management Policy
CG5:	Offering flexibility	To maintain bonds of mutual involvement while enabling necessary changes to proceed.	Personal Presence Management Adaptation
CG4:	Making assessments	To obtain knowledge relevant to organizational success.	Personal Tracking Management Report
CG3:	Delivering results	To accomplish the rationale of employment.	Personal Resourcefulness Management Resource
CG2:	Legitimating authority	To assign powers to staff to meet practical and psychological needs of work by groups.	Personal Influence Management Control
CG1:	Doing work	To engage with immediate concrete work demands.	Personal Challenges Management Expectations

Dualities in the Hierarchy and its Groupings

L	Grouping	Locus of Control Oscillating Duality	Ambition v Comfort Unfolding Duality
CG7:	Providing incentives	Personal affirmation	Hard Choices v Credibility
CG6:	Showing commitment	Management specification	Integrity v Identification
CG5:	Offering flexibility	Personal affirmation	Taking a Stand v Security
CG4:	Making assessments	Management specification	Learning v Approval
CG3:	Delivering results	Personal affirmation	Risks v Success
CG2:	Legitimating authority	Management specification	Promotion v Reputation
CG1:	Doing work	Personal affirmation	Initiative v Proficiency

Some Personal Issues

L	Grouping	Personal Requirement	Major Problems
CG7:	Providing incentives	Distinguish spirit from letter and recognize the intrinsic instability of incentives.	Power imbalances.
CG6:	Showing commitment	Explore potentials within what the organization is expecting.	Excessive conformity or maverick tendencies.
CG5:	Offering flexibility	Handling social relationships in a work context.	Disconnected impersonal handling of others.
CG4:	Making assessments	Contribute constructively despite time and work pressures.	Reporting is biased, bureaucratic and not contextualized.
CG3:	Delivering results	Be effective via imagination, grasp of detail and skills.	Human or tangible resources are insufficient for the task.
CG2:	Legitimating authority	Learn to wield authority in a style that suits you and is effective.	Influence becomes power-centred domination.
CG1:	Doing work	Work diligently and see challenges everywhere.	Work becomes boring and miserable.

Root Hierarchy Association

L	Grouping	Root Level & Primary Hierarchy	For Organization (The Management)	For You (The Employee)
CG7:	Providing incentives	RL7:PH7 Willingness	Trust that people will perform according to their claims.	Trust the organization to deliver and maintain effective incentives.
CG6:	Showing commitment	RL4:PH4 Experience	Appreciate the nature and importance of policy for the organization's identity.	Recognize and deal with the inner stress of adjusting work-life to the evolution of the organization.
CG5:	Offering flexibility	RL3:PH3 Change	Recognize that anything new causes stress, and its handling requires give and take.	Be psychologically present so that change can be understood, talked about and used for your benefit.
CG4:	Making assessments	RL2:PH3 Inquiry	Investigate various ways to discover what is the case and what is likely to happen.	Find out what is going on in relation to your own job and situation.
CG3:	Delivering results	RL1:PH1 Action	Determination must be evident to others via actions that are taken. (Exhortation alone is insufficient.)	Put everything you have into the tasks assigned by management. Apathy and passivity are your enemies.
CG2:	Legitimating authority	RL5:PH5 Communication	Specify and discuss explicit clear statements about authority at work, both in terms of powers and scope.	All influence is mediated by verbal and non-verbal communications, so you must find and develop your own style.
CG1:	Doing work	RL6:PH6 Purpose	Use the mission, policies and strategies to orient all expectations of employees.	Keep your job-based goals and organizational values and goals in mind always, whatever the task.

 

 

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Originally posted: 11-Nov-2011