Michael Hammer states that “most companies today — no matter what business they work for, as a technologically complex product or service, or that their national origin can track their work styles and organizational roots in a prototype factory.” of the pins described by Adam Smith in The wealth of nations published in 1776. “This new way of working was based on the principle of separating the business process in the enterprise as a whole by creating contacts in specialized workers, each of whom carried out one step in the process of creating letters. This division of labor (division of work) into separate tasks increased the productivity of the manufacturers of pins hundreds of times. Over time, the work was divided into smaller and smaller parts, with groups of people performing similar functions. Not surprisingly, the employees who successfully performed this function were naturally attracted to these tasks, because they had the skills, preferences, and natural talents necessary to perform such work. The success created by the insight of Adam Smith, was formed and strengthened this way of working in companies, and the role of individual workers in the performance of this work. Functional groups have become collective ways of working that shape organizational design in most modern corporations. In fact, the practice of designing organizations around these functions was so ingrained in our global culture that most people never worked in an organization that was not structured around functions. Consequently, many managers and employees mistakenly believe that organizational composition and organizational functions are synonymous, but they are not.
Organization is composition to group people and other resources to achieve a common goal, goals and objectives. function This field (discipline or type of work), which includes similar professional skills and tools. These functions are often concentrated in departments, for example, the Research and Development Department (R & D), Marketing and Sales (M & S), Production (Prod), Business Services (BS), and Delivery and Reception (S & R). They are called “functional silos” - vertically oriented structures through which business processes flow horizontally. Organizational functions have their own vocabulary and acronyms, and often working group members consider themselves to be members what a subgroup, not a part of a general organization, for example, an “I” in the department of accounting or sales. ” In some extreme cases, the lines of communication between these various functions break down, and people spend an enormous amount of time and energy on this toxic interpersonal or interdepartmental conflicts, and not on productive work. Over time, “we are against them,” we think is becoming stronger, as one organization optimizes its own work at the expense of other functions and a fairly common organization.
Our modern concept of work in 21st century corporations is the result of: a) groupings of similar types of work, professional skills, tools and specialized paradigms, and b) filling them with people who have similar cognitive preferences, work styles, interests, talents and personality types. After more than 200 years, organizational functions have been consolidated in well-defined common cultural norms which are four different (contradictory) philosophies concerning how to work and improve the effectiveness of an organization. They are called four ways of working (TM), which are defined below.
Type 1: production (something done)
Type 1 (Production) focuses on performance and what kind done in the organization. When an organization demonstrates how Type 1 (Production) works, they believe that worthy actions, practical solutions to problems and a short-term focus on clear and tangible goals will lead to increased productivity. They have a responsible attitude, are strong and straightforward in doing everything, making decisions and directly participating in daily operations, paying particular attention to implementation the goals and objectives of the organization through teams and individuals in organizational units. They have the following characteristics:
- Top managers can make tough decisions and have the determination and determination to continue in reaching the organization & # 39; s goals and objectives, even in the face of problems and obstacles.
- The number of statements required for decision-making is given at least to speed up the decision-making process, and the number of administrative levels is purposefully designed to achieve the goals and objectives of the organization.
- Decisions have a bias towards action and produce practical solutions (questions are not “studied to death”), meetings are action-oriented and lead to assignment of tasks, deadlines, milestones, results and subsequent actions. Managers support only solutions that implement or accelerate the achievement of goals and objectives set out in the strategic plan of the organization.
- Clear definition and transfer of work tasks and objectives (the main stages and results of work are clear), the authority for reporting and decision-making is clearly defined and aimed at achieving results. Roles, responsibilities, and permissions are clearly defined to eliminate confusion about who does what.
- The communication style is open and direct (people go directly to others to discuss problems, rather than attract others and feed the "vine"), and all employees can freely present the inviolable truth about organizational issues without fear of retribution.
Type 2: connection (why everything is done)
Type 2 (connection) focuses on team building and What for everything is done in the organization. When an organization demonstrates a type 2 workflow (connection), they consider that setting up the external environment, innovation and radical change, exploring options and new ideas, as well as interacting with people and working with them will lead to increased productivity, They build all relationships and develop relationships with people outside organization (public, interest groups, trade unions, the media and government agencies) and at an organization in which managers and employees are encouraged to combine their efforts with organizational structures and systems to achieve the goal, goals and objectives of the organization. They have the following characteristics:
- Top managers form a broad consensus and commitment of managers and key personnel regarding the overall direction and goals defined in the strategic plan, and they can clearly communicate the purpose, goals, objectives and core values of the organization to people inside and outside the organization.
- The focus is on predicting and acting on changes from the external environment (sometimes even before the details of the situation are fully understood), experimenting with several strategies and lines of action to predict changes in the external environment, and then allowing the results to determine which one is the best alternative. This data and information is used to identify new products and services that will meet the changing needs and requirements of customers in new (or existing) market segments.
- Managers use regular work meetings and periodic events to create group identities (annual planning, team building meetings, retreats, holiday fees, etc.), but managers and employees still consider themselves to be part of the whole organization, rather than members of a specific department. or subgroups. Consequently, they communicate and collaborate with other departments and functional units to share key information (for example, the left hand knows what the right one is doing).
- People are fueled by radical changes that arise as a result of interaction with customers and the external environment, and they believe that innovation and creative approaches to identifying and solving problems will allow an organization to achieve (or exceed) its goals and objectives.
Type 3: direction (how everything is done)
Type 3 (Direction) focuses on leadership and as (things) are done in the organization. When an organization demonstrates a type 3 workflow (direction), they consider that identifying long-term direction with strategic plans, goals and objectives, as well as creating and maintaining order and efficiency through structures and systems will lead to increased productivity. Using a quantitative, data-driven analytical approach to efficiency, the organization’s strategic goals are deployed and monitored using operations plans, goals and budgets that guide the work of the week-week and month-month teams and individuals in organizational units to ensure that these goals and objectives are achieved. . They have the following characteristics:
- Top managers have established a clear direction to achieve the mission and goals of the organization, and this planning process for the entire organization is codified into a written strategic plan that defines the goals and objectives of the organization. They use a balanced set of “life-saving” performance indicators (summary data) to track an organization’s progress in achieving its goals and objectives.
- High-level policies are consistent with (and support) the achievement of strategic goals and objectives, and these policies send a consistent set of signals that animate the desired behavior. They encourage desired behavior and interfere with actions and interactions that frustrate and highlight the core values of the organization and its ability to achieve its goals and objectives.
- Managers use strategic goals as well as organizational unit plans, goals, and budgets to direct their weekly and monthly operations. They use fact-based decision making with quantitative data and analytics, not just business experience and intuition. They only finance and allocate resources to help them achieve the goals and objectives of the organization and meet the values of the organizations.
- Regular reviews of operations, goals and budgets are conducted to track the results of business processes and projects. In addition, the effectiveness of business processes is regularly analyzed to eliminate unnecessary steps and tasks that negatively affect the achievement of the goals and objectives of organizations.
- The organizational structure allows the right people to work together on the right tasks to achieve the goals and objectives of the organization, as well as to define lateral working relationships and powers between organizational units, for example, who can say no to what and under what circumstances.
Type 4: Integration (Who does something)
Type 4 (Integration) focuses on analysis and Who doing things in the organization. When an organization demonstrates a type 4 (integration) way of working, they consider that building an organization’s knowledge base and capabilities, attracting the best talents and supporting and encouraging individual participants, and analyzing how concepts, ideas and organizational patterns relate to each other, will lead to increased performance. They help to achieve the goals and objectives of the organization through internal vision, inspiration and by integrating the knowledge base and competencies of people performers with the structures and systems of the organization to achieve the desired results. They have the following characteristics:
- Top managers are competent to lead an organization and fulfill a deep commitment to building the knowledge base, capabilities and professional standards of the organization, as well as understanding how structures, systems, culture, and performers are connected (and integrated) with each other as an interdependent, organic whole.
- People analyze the root causes of organizational effectiveness in structures, systems, and culture and do not blame individual employees for organizational performance problems. They analyze and challenge reasoning, assumptions and attitudes that motivate an organization’s decisions (the problem solving process is subject to public scrutiny).
- People understand how their individual work assignments and goals contribute to the achievement of the organization’s goals, as well as how their daily decisions relate to (and impact) the overall work of the organization. They discourage “we are against them” thinking, therefore the effectiveness of one department or functional unit is not optimized at the expense of others, for example, they see that they are working to achieve common goals and a common goal.
- People use their history and culture (stories, heroes, traditions) as ratione, which help employees identify with the goals and core values of the organization and train new and existing employees on how problems should (and should not) be handled.
- Managers have a comprehensive method for identifying the current and future needs of an organization's talent, identifying and attracting the best talents, and also for mentoring key employees using an effective succession management process. They encourage people to look for new, advanced knowledge to add value to the organization (read widely, to participate in professional societies, etc.), and they ensure that people are assigned jobs in which they have knowledge, skills and problem solving. ability to succeed.
Although the exact combination of the four ways of working (TM) within a specific organizational function is largely determined by cultural norms within the organization, the list below shows some typical combinations found in companies.
- Sales ( 1 2 3 4)
- Marketing ( 12 34)
- Production ( 1 2 3 4)
- Engineering (1 23 4)
- R & D (1 2 3 4 )
- Accounting ( 1 2 3 4)
- Finance ( 12 34)
- Legal (1) 23 4)
- Staff ( 1 2 3 4)
- Human resources development (12 34 )
Each organization and its working groups have all four ways of working (TM), but they often manifest themselves hierarchically as a dominant, preliminary, tertiary, and fourth preference for how work is done and how performance improves. Functional units in organizations almost always have a stronger preference for one (or perhaps two) four ways of working (TM), and rarely does an organization equally strongly prefer all of them. For example, if the organization's culture has a dominant type 1 (Production) and auxiliary type 3 (direction) work, managers, managers, and employees will use these two ways of working almost exclusively to solve the problem. Less developed ways of working almost always exist somewhere in the organization, but they eclipsed from the everyday reality of operations and are either underdeveloped or not considered as viable ways of working. In some organizational functions, they are marginalized, fired, demonized, and deliberately repressed — moving far below the surface of organizational consciousness, so that even the idea of using them as a valid approach to solving problems becomes undisciplined.
For example, if a new employee was to be hired by a company that was dominated by Type 1 Production and Type 3 Direction from an organization dominated by a compound type 2 and type 4 (integration), and assume that their new organization uses this way of working solving a critical problem, it can probably be seen as a pie-in-the-sky approach that is out of place in the rigid analytical culture of this organization. Thus, thanks to body language (rolling eyes) and sarcastic comments (we already got it), the new employee quickly learns from the more culturally “savvy” members of the organization - “this is not how we do things around here." on the problem, organizational protection mechanisms will begin to emerge to protect the status quo on type 1 and type 3 jobs, and people will shake their heads and begin to wonder if they made a hiring mistake.
In the ideal case, the working group or functional unit should be sufficiently adapted to reorient their preferences from one combination of four ways to another depending on the strength and pressure in the business environment and internal pressures and complaints. But in most cases this does not happen, because in many organizational functions the Four Ways of Work (TM) achieve a state of equilibrium, which, as a rule, unbalanced in one direction, often at the expense of other seemingly contradictory (but very necessary) working methods and beliefs. In other words, they come to “see” some ways of working as more reliable or efficient than others, and then they reject other ways of achieving goals and increasing productivity. As Maslow said: "He who is good with a hammer thinks that all this is a nail."
Bottom line : Ключом к превращению в Island of Excellence® является то, что организация может свободно перемещаться между всеми четырьмя способами работы (TM) как внешние силы и давление деловой среды и внутренние потребности дня-дня операции turn into для удовлетворения неистовых темпов изменений и изменения требований клиентов в мировой экономике.
