Our operational effectiveness is directly linked to our ability to detect the difference between what is owned and what is owed external to the organization. Many times, when looking externally our organization satisfies its necessity to implement new normative models of control utilizing low standard. We seek standards with the highest effort albeit “the pound of flesh” to be gleaned from associates as their attention focuses on our shared business endeavors. While our legacy systems and behavioral. controls still are evolving in ways that make only sense to us and leave us in isolated in silos of management. Examples reveal themselves in uneducated totalitarians, manifested and manipulated integrated learning systems hosting silent networks which only highlight the bare necessary communication between subordinates and management. We have endless feedback loops, dis functionality in human resources, selfish decisions in the workplaces, and untrustworthiness. “There are the satisfactions that come by way of recognition from peers and superiors for having made a worth-while contribution to the solution of an organizational problem,” stated Douglas MacGregor (2006). But, our business survival is a matter for us all to consider and understand through trial and error, collaborating on new innovative solutions, and finely tuning our decision processes.
We have organizations that still do not understand how collaborative efforts work to resolve work place micro aggressions and unwarranted initiating structure to training subordinates. Our current approach of quality as an external variable where management objectively evaluates and manages from headquarters rather than “timely” communication with first line supervisors on just-in- time shop floor which has been become an issue. The manager must. implement entrepreneurial strategies of business development to ensure success of the operation. “A person acting in an entrepreneurial capacity almost by definition cannot avoid knowing in concrete terms how well he has done — in the United States, in terms of profits and sales,” stated McClelland (2016). Training and development of change has to be supported by subject matter experts who can update training manuals and are willing to validate the new changes as legitimate while dispelling fear of the unknown to organization peers.
The resistance to change happens when a brief description of the issues are presented and actionable to changes can occur through managerial action. “The question concerns not what one should do in that situation, but what leaders would do if faced with that situation”, stated Vroom and Yetton (1973). The manager must begin organizing of a team to implement change in the organizational development process and management. A schedule of the duration of training, implementation of a piece-rate salary pay option, and encourage positive teaming methods within exist operators who have been selected for organizational roles.
We have to put the square pegs in the square holes and round pegs in the round holes. “Why did it take U.S. automakers 40 years to decode the principles of lean manufacturing? Answer: because those principles challenged every assumption and bias of U.S. auto executives,” stated Prahalad and Hamel (1996). We have to eliminate non-valued added activities. If it not in the our instruction manuals we must implement change at the source. The change must be given legitimate power to make the necessary adjustments to ensure that waste has been eliminated. Managers must focus on the analyzing the opportunity, plan for improvement, focus on improvement, deliver excellent performance, and then improve on performance. “If excellence not now, when?,” stated Tom Peters (1972). The urgency must be felt and acted upon to ensure the survival of the change.
Handsome rewards must be given to those who identify and offer solutions rather than yield to the mounting pressure of organizational extinction. We must keep up with internal rate of change and meet each new deadline with the knowledge of organizational structure and overcome difficulties in organizational bureaucracy.
References:
McClelland, D. (2016). In The Achieving Society. essay, Pickle Partners Publishing.
Peter, T. (1972). In search of excellence. ListenUSA.
Prahalad, C. K., & Hamel, G. (1996). Competing for the future (1996th ed.). Harvard Business School Press.
Vroom, V., & Yetton, P. (1981). Leadership and Decision-Making (1975th ed.). University of Pittsburgh Press.
McGregor, D. (2006). The Human Side of Enterprise . McGraw-Hill.
Author: William Howard, CM
