Review
Why Organise Management?
Every organization desires high morale and high productivity. However, this depends on how the is organised. In work performance, there is a personal component, heavily dependent on morale; and there is a management component, under continuous pressure for productivity.
Click to see the findings relevant to morale and productivity as extracted from Tree Frameworks for employment.
Ensuring the management component is effective is crucial for ensuring staff work well. Effective management depends absolutely on how comprehensively and how appropriately management is organised.
In the present framework shown at right, the focus has been on something else. Given the way management has been organised, how do staff participate in general and how do they feel at work?
Because this perspective is personal, it seems very possible that others will have different experiences. So the diagram at right contains definitive Centres, but not definitive Channel labels.
Key Factors
In this inquiry, the perspective of a particular staff member, «me», was taken. Even if others may not have my precise experiences, the same factors will be relevant.
The key factors for effective participation:
- Getting the balance between what is compulsory and unavoidable at work and what is spontaneous, natural and desired. Review.
- Ensuring a basic hierarchical comfort so that managerial oversight is welcome. This applies regardless of whether the other party is at a higher or lower level. Review.
- Realizing that function-based roles are the centrepiece for enjoying the work-place. Review.
- Being sensitive to interactions and influences that operate independently of hierarchical control and role design. Review.
Responsibility
By giving attention to any Centre in regard to your own work, this map may assist you to clarify and reflect on the source of your feelings at work in a general way that points to possible responses. Doing this is part of your responsibility for yourself.
While you and every other staff member unavoidably becomes aware of the organizational atmosphere, the responsibility for socio-emotional states has been left unspecified.
The ultimate responsibility in an organization for , and hence for ensuring effective participation by management, resides with the leadership—ultimately the CEO.
However, this framework could be applied to a subsection, a division or a department because the same Centres and Channels would be relevant for whoever is in charge. This is examined in the next Topic.
- Leadership responsibility for socio-emotional states.
Originally posted: 23-May-2014.