Stabilize the Organization

Recap: The management dynamic is about either viewing staff as uniform or as differentiated. When applied to the 7 groupings/levels of organizational requirements, 4 levels show a natural fusion of the polar opposites. The remaining 3 generate two distinct polarized Centres.

Management must prevent the three differentiating Centres from having a destabilizing or disintegrative effect on the organization. The goal is to have well-managed employees who follow relevant regulations (CG6), are properly handled (CG5), and experience empowerment (CG3).

CG6: Adhere to Policies

The management requirement to show commitment to the organization by adhering to its policies is split into:

■ requiring compliance-CG6_U from all employees at all times, &
■ defining roles-CG6_D of many types so as to ensure policies and strategies can be delivered.

Using these two Centres, employees and employee activity can be directed, even commanded, in regard to the what, how, where, when &c. of serving the organization. This bipolar level is where control over employees can and should be maximal.

The function and name of the CG6_U ↔ CG6_D Channel is: Regulation.

Counterproductive Tendencies

This regulatory control is largely abstract, high-level &/or long-term. So it loses value if seen as an opportunity for micro-management of day-to-day decisions. Pragmatic cultures are virtually defined by confused poorly defined roles as well as a laissez-faire attitude to policies. This leads to chaos and repetitive crises.

CG5: Devise Adaptations

The management requirement to offer flexibility by devising adaptations is split into:

■ standardizing offerings-CG5_U to staff to be generally helpful and fair, &
■ showing consideration-CG5_D to particular employees as appropriate to their situation.

This is about treating employees such that they feel appreciated and part of a staff community within the organization. The general climate, daily atmosphere and political mood within any organization is managed here.

The function and name of the CG5_U ↔ CG5_D channel is: Handling.

Counterproductive Tendencies

Support must go in both directions and be fair. Standardizing treatment of staff goes wrong when it is too brusque, mechanical or dismissive. Favouritism and unfairness are the dangers that come with showing special consideration. Staff ought not to free-ride and use the organization for their own purposes: but that is tempting for some top managers.

CG3: Apply Resources

The management requirement is to deliver results by applying resources, and this is enabled by ensuring:

■ each employee can work as autonomously as possible-CG3_U &
■ on work that suits their particular abilities-CG3_D.

As management is the crucial resource, this involves identifying the management capability and aptitudes of each employee and positioning them accordingly. If well positioned and allowed appropriate autonomy the employee feels empowered.

The function and name of the CG3_D ↔ CG3_U channel is: Empowerment.
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Empowerment, being vital for the proper management of resource, is the foundation for both personal and organizational achievement. The sphere and scope of discretion to be allowed has to be tailored to the capability-to-role fit. A poor fit is disastrous for both employee and management: blame flies in both directions. Too much autonomy and the employee will feel scared or stressed; too little autonomy and the employee will feel oppressed and frustrated.

Counterproductive Tendencies

Micromanagement destroys autonomy.
Throwing people at jobs regardless of their personal capability and social suitability is a recipe for demoralized staff and organizational failure.

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NOW:

• Continue to clarify how management provides management by identifying all inter-level Channels.

OR:

• Skip this systematic development of Centres and Channels and continue to the end result and what it shows.
• See the equivalent to this page for employees handling their employment.
  
• Go to a comparison of the Management and Employee frameworks.

Originally posted: 17-Dec-2011