Domains of Ambition

Integration is Paramount

In simple concrete terms, any personal endeavour comes down to:

• using resources to
• achieve a goal through
• pursuing activities.

Achievement within an organization is no different in principle, but very different in mechanics because these three items become expanded into vast domains. Each of the three domains must be independently organised and simultaneously integrated in accord with goals set to satisfy the ambitions of management.

In considering the domains,

  • Plans and statements of intent have a natural priority over the domains involved with implementation, but they are highly abstract and may be hard to communicate. Wide involvement facilitates the necessary consensus.
  • Resources (money, space, information, reputation, time &c.) are invariably scarce and often surprisingly difficult to understand and manipulate. Controversy and conflict must not disrupt consensus.
  • Activities, that are so demanding of resources, get easily knocked off course by extraneous circumstances or maverick employees with personal agendas. So a consensus on goals becomes of the utmost importance.

Each of the three Pentads reflects a holistic domain for goal-based achievement. Keeping each on course calls for full-scale organisation adapted to its own particular logic. Integration is at a premium because each Pentad requires (and should have) its own •specific roles and responsibilities, •specialist functions, •financial controls, •policies and procedures, •plans, •information, and •evaluation.

G53: Mission-oriented Planning

Program budgeting: Used to guide planning or appreciate implications; may be zero-based; costs are estimated via approximations and guesses. A responsibility for HQ (WL7 & WL6).

G52: Resource Provision

Financial accounting: Used for conventional accounts and tax reporting; structure determined by social conventions; needs to account for every cent; presented quarterly or annually, often with delays; owned by the finance department, ultimately the CFO (WL6).

G51: Operational Activity

Management budgeting: Used to enable cost-control; devised to suit the accountability structure; categories should focus on what is most important managerially; needs to be accurate and provided promptly every month; instituted by the WL5-CEO and controlled by WL4-managers, with support from finance managers.

Integration across the three dimensions is provided by the overlaps which occur between WL2 and WL6. A full overlap of mission, resources and activities occurs at WL5, WL4, and WL3. So this is where demands and stresses are at a maximum (cf. Triads), and where most management texts focus.

At WL7, there is only a concern with realistically addressing the mission and leading accordingly.

At WL6, managers not only develop the policies and strategic programs that comprehensively guide development of the organization, but also realistically define, provide and develop all necessary resources for that development.

At WL5, work involves realistically defining the services and hence activities to be performed, comprehensively managing a range of resources, and using given mission-based goals and plans systematically to develop a strategy for the particular subsidiary.

At WL4, work involves developing programs of activity that comprehensively cover the range of services for which they are responsible, systematically managing resources to ensure optimum handling generally, and appropriately producing programs that develop their division.

At WL3, work involves systematically ensuring that a fluctuating workload is handled properly given expected and unexpected contingencies, managing resources in a way appropriate to the nature of the service, with the goal of efficiency and economy in practice, and implementing plans as prescribed for their particular service.

At WL2, managers not only provide direct operational output appropriately, but also secure, maintain and use resources as prescribed (i.e. organization-wide goals must be taken as given).

At WL1, there is only a concern with activities that are prescribed (i.e. resources are used but not provided, and organization-wide goals must be taken as given).

Leadership is here focused at WL7 (G53), WL6 (G52), and WL5 (G51). However, issues for resolution are intrinsically uncertain, and primarily deal with values and conceptions. Because each leader must be authoritative in their own domain, there needs to be collegiality rather than conventional line-management.

Manifestations

ClosedInternal structure of the Pentads:

Mission-oriented Planning: G53

The concern is with the aims and objects of the organization, the market and social needs, relative priorities, and hence the appropriate share of available resources (especially money, time and attention). Planning is therefore idealized and general, crossing lines of accountability, and sometimes subsidiaries.

A systems approach is desirable (e.g. scenario planning), and the work-style here is intellectual and futuristic. However, the grandest plans become progressively more concrete and specific as the Pentad is descended

ClosedStructure

g5: WL7 work is performed by the CEO who must realistically develop goals for the organization's future, preferably within a larger vision.

g4: WL6 staff take the selected goal scenario and develop strategies for taking it forward comprehensively across all subsidiaries or entities (e.g. services/products).

g3: WL5 staff must systematically apply given goals and plans to the forces and features in their situation so as to develop a strategy for their entity/subsidiary.

g2: WL4 staff develop programs that are in accord with the given strategy for the entity/subsidiary and appropriate to their division.

g1: WL3 staff implement plans as prescribed for their particular department or service within the division.

Resource Provision: G52

Resource management, lying between planning and activities, is the crucial mediator and enabler of all achievement. Even a rather simple organization uses a variety of resources, and a large organization requires a sustained, detailed focus on its diverse resource needs. So goals and management within this domain often determine success.

Functions-G4 have grown up dedicated to the best handling of particular resources. These include:  finance, personnel, facilities, property, information, public relations, legal services, intellectual property. In each case, the organization must consider many matters including:

•what functions are required, •needs for more or more specialised resources, •how to develop existing resources and use them more efficiently, •redeployment of resources, •changes in resource technology, & •relevant laws and ethical issues.

The work-style in these functions is that of a solid servant, supportive and assisting; and often bringing an air of realism to the aspirations of planners and the head-strong drive of pragmatists.

ClosedStructure

g5: WL6 roles identified as leader for a particular resource realistically cover the field in relation to that resource, and produce all necessary goals and policies for it.

g4: WL5 staff comprehensively manage the use of all resources within their sphere of responsibility (often a subsidiary) by developing strategies for each resource.

g3: WL4 staff systematically manage resources in line with policy and strategy to ensure optimum handling in their planning.

g2:  WL3 staff manage resources in a way appropriate to the nature of their service or department, with the goal of efficiency and economy in their actual use.

g1: WL2 staff handle resources as prescribed in particular cases and immediate situations.

Operational Activity: G51

The typical work of a subsidiary is to shape and run a complete operation. Activities specified in plans (determined in G53) must be delivered by staff activities using available resources (determined in G52)  in the face of a dynamic problematic environment.

Expectations emanating from the other two Pentads are particularly significant at WL5, WL4 & WL3. Because operational control must be precise and complete (for client, legal and cost reasons), concern with abstract guidance from HQ is weaker. Many matters wholly unrelated to the mission must be considered.

Planning may therefore be more or less systematic, and leaders are always pragmatic. Their work is oriented to seizing opportunities and being determined to push things through to a successful result.

ClosedStructure

g5: WL5 work is performed by the CEO who must realistically determine what goals are to be pursued overall.

g4: WL4 staff program activities to comprehensively develop the range of services for which they are responsible.

g3: WL3 staff systematically ensure that a fluctuating workload is handled properly given expected and unexpected contingencies.

g2:  WL2 staff assess what activities are appropriate to particular situations that present.

g1: WL1 staff act in role as prescribed in the situation.

Next Step

Determining goals-G5 in line with the mission, like all previous aspects of organising managing (duties-G1, oversight-G2, improvement-G3, and roles-G4), assumes that people are willing and motivated to participate properly. That is a reasonable expectation because taking a job is more than just signing a contract (cf. the compact). However, motivation requires attention.

Originally posted: 26-Mar-2014