Management's Framework

The diagrams here were created during a step-by step analysis. The following topics briefly review this work, mainly via diagrams. Then some parts of the Tree framework are extracted to see the story each tells.

Here is how we developed the framework for handling employment of large numbers of staff in modern organizations.

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Employees and the Work

The Employees v The Work to be Done is the Internal Duality in the Tree for management's handling of employment. This duality reflects what is obvious to observers and employees alike: i.e. it is what management is about.
Using: We = Our Organization....

► What work do we need to get done? and then
► Do we have or can we get the employees able to do that work? and then
► How well are we matching the two?

What might others say?

Many would put «resources» in the second sentence. No depreciation or denigration of other resources is implied or meant, but the position taken here is that «employees» are the unique resource of an organization.

Employees are the only resource able to mobilize and create all other resources. So they deserve to be privileged. In any case, this is a THEE framework: it is focusing on the psychosocial reality of an organization and how that is created and developed.

Note that the «policies» to be complied with in the upper segment, and hence the work to be done in the lower, are developed as part of Achievement. Policies and strategies can only be expected to be satisfactorily developed if employees are appraised and handled well within the lower segment.

Look at more definitions of management.

Upper Pole

The 5 Centres in the top 3 Levels specify Management's Obligations to the Organization. Management must use incentives to staff the organization in well-defined and necessary roles, ensure all comply with organizational policies, strategies and rules, and provide a flexible face to staff so that there is mutual support at key junctures.

More:  In this section of the Tree framework, the organization requires its management to shape employment in terms of who is employed, how are they employed and what are the rules and general conditions of employment.

Lower Pole

The 5 Centres in the lower 4 Levels specify Management's Obligations to the Employees (as much as or more than to the Organization). Employees at every level require management to set expectations, assign authority, get them suitable work and allow them proper autonomy. Reporting is also necessary as this forms the basis for recommendations for promotion and references for posts in other organizations.

More: In this section of the Tree framework, the organization requires its management to shape the organization in terms of what work gets done, who does it, how is it done and how employees get assessed.

Linking the Poles

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Now:

• Consider all the Channels.

Originally posted: 30-Nov-2011