About people, work & organizations
As promised here:
My observations on people & organizations
They might be skewed towards ideas for creating a good business & a good organization - something I want to achieve sometime soon.
Also, I am in the middle of Maverick - a book that talks of a very different approach to build an organization - a democratic way.. which I am loving ( Read more... )
My observations on people & organizations
They might be skewed towards ideas for creating a good business & a good organization - something I want to achieve sometime soon.
Also, I am in the middle of Maverick - a book that talks of a very different approach to build an organization - a democratic way.. which I am loving ( Read more... )
How often do you hear of someone questioning a policy's legitimacy in the current world & the policy changing because of that.
How often do you not see policies being ritualized ?
Times change but policies dont, and by definition again, its a small set of people deciding how the entire organization needs to behave. That itself seems wrong to me.
An old salesman with a back problem might need the business class travel more than a fit & young vice-president, because else the old guy will have to spend weeks in bed after the trip. But where do you see that happening. Every situation is different & one cant hope to live by a rule-book which tells you exactly what needs to be done.
Intent - thats the only thing that needs to be ascertained, and once thats done, trust comes easy.
A mentor is something that one finds in life, and not at work.
I'll agree in principle with he 1st part, but most people dont have a life (at least a professional one) outside of their work.
The respect & faith in your manager (which is essential to get stuff done) comes only if you know the person will take care of you.
A manager is bound by restrictions of his/her duty towards the organisation and job (getting the work done) to be a good mentor anyway.
This is exactly what shouldnt happen if you go around saying - People First
3. I dont follow what you are trying to say .. do explain.
4. I agree completely with what you say .... and teams shouldnt be centred around managers ... I retract my words ...
I'm afraid these idealistic books that aim to tell you the secret of everything in two hundred pages irk me no end.
Maverick doesnt tell you what to do ... it just narrates the story of an organization that functions in a very different - almost democratic way ....
a 3000 people organization, with over $300M in revenues ...
I think you should read it ...
Reply
Why are you against a small set of people deciding things for the organization? Democracy is a proven failure. People, by and large, cannot see beyond the herd mentality. However, many, in their own capacity, if given the responsiblity, will do remarkably well individually.
People first? I would say not. A business is not a charity for its employees. Business first. Employees are a different kind of a customer, but they are an "also important" category, not "the only" category. Again, it is in the interest of the employee for the organization to function in the interest of the business.
Point 3 was about companies saying they will grow by x number of people. I don't see why that is bad. It is just a representative statistic of the size of the company. Don't take it personally. It is not commodit-whatever humans. A census doesn't do that - it is an important measure, however. Growing by x people is an important number for service companies especially because that is their resource: man hours. Probably why it is a much quoted figure in India.
Will read Maverick.
Reply
Leave a comment