And the management guidelines
The whole operation is based on the guidelines, the management and effectiveness stems from these principles. This is true whether the principles are appropriate or inappropriate, reasonable or unreasonable, more or less coherent. Similarly, the derivative nature of management is whether the guidelines are vague or well defined, closely followed or accidentally applied daily by managers who are highly skilled and fundamentallyincompetent management. effectively is therefore a product:
• The guidelines are appropriate, reasonable and consistent;
• Managers who clearly understand the guidelines, to adhere faithfully to them, and which are fundamentally responsible.
It follows that the effective management of an organization is a product of principle / People equation:
• Principles + People = Outcomes.
The guiding principles of athe organization is a combination of assumptions and values that define and direct management practices. "Assumptions" in this context are the beliefs that are considered "truth" without evidence. "Values" are the conditions that are considered in itself and for itself 'good'. In this perspective, therefore, the guiding principles are true because they are true and righteous, because it is right.
With the non-empirical, in itself justify the nature of the guiding principles in mind, aorganization has a unique culture. "Here," culture "refers to the collective beliefs, values and standards of the Organization in which the rules are rules of behavior and interaction within the organization. These rules are, of course, based on the beliefs of the organization and about how people in the organization "must" behave and interact with each other and with people outside the organization's values. "Standards" and define appropriate behavior and appropriate.
When standards areunderstood as resulting from beliefs and values, organizational culture can be summarized as its collective sense of ';
• What is true,
• What is right,
• What is unique.
At an abstract level, the guiding principles of an organization that exists in its collective memory and consciousness today, but in practice, the guidelines remain functional to his people. Every person is a carrier and a carrier of guidelines that will lead 'Organization-day daily activities and future results. "These results" can be tangible or intangible, but nonetheless a product of the collective effort of people who carry and transmit the guidelines of the organization.
PRIDE
(P) Professionalism: An organization to obtain the desired result depends on its people, so that people bring to the effort made a difference. They must be competent to perform their role in the organization. At a minimum, mustpossess knowledge, skills and judgments based on their positions and responsibilities. In turn, must apply their knowledge, skills and their decision in the interest of achieving the desired outcomes of the organization. To the extent that people lack the organization of knowledge, skills and judgments of their positions, the organization, through its management, should ensure that training and skills development are foreseen for itspeople, and people leave the organization, new people must be employed, that have or can acquire the knowledge, skills and judgments. Whatever the mechanism, the organization can not achieve the desired results unless and until the knowledge, skills and judgments are in place.
(R) Responsibility: Under the assumption that the knowledge, skills and judgments are in place, the results of 'organization will be achievedAs its people do the right things right the first time, the time, every time. Simply having competent people in place is not sufficient in itself. Here, do things the "right" is not based on training and experience. It is rather based on understanding and adherence to the guidelines of the organization. Who does what is right from a perspective of value. Doing the right things right the first time, all the time means that people of the organization areconsistently and conscientiously adhering to its guidelines.
(I) a court action on compliance with guidelines has led the initiative: people see what to do and why it has to do. Since the people in the organization are competent, they can see what to do and have the knowledge, skills and judgments to make. Since they adhere to the guidelines of the organization and committed to its results, they domust be done. Unlike the deficit, if people in your organization does not show the initiative, there are organizations that require management intervention. Action must be addressed in a mixture of enhancing the skills of people to organize and increase adhesion the guidelines of the organization. Greater adherence to guidelines, of course, must focus on increasing understanding and acceptance of what is true, correct and proper fororganizational point of view.
(D) for the direction of those 'organization may be responsible, do the right things, and demonstrates a high level of initiative and not achieve the desired outcomes of the organization unless there is a high level of government by: focusing on achieving optimal results for every situation or circumstance. The best results are intermediate steps towards the desired outcomes of the organization, and the lack of attention to it decreases the likelihood of achievingdesired organizational results. Instead, the intense attention on the intermediate results increases the probability of achieving the results expected by the organization.
(E) Efficiency: If the interiors and exteriors of the static organization, professionalism, responsibility, initiative and leadership would be sufficient to achieve the desired outcomes of the organization, and when people were able to order the provisional results, which would only need " keepgood job. "Management would then be little more than maintenance" effort "process. However, both internal and external environments change over time, and the management is responsible for a continuous adjustment between the organization and the environment content. Furthermore, the organization desired results change over time. These changes can lead to completely different standards or modified to old results. Whatever the changes, the desired results yesterdaynot be the same tomorrow. Therefore, the management 's responsibility to keep people from the organization, in line with the results in evolution. This is accomplished by carrying out what to do, assess what has been done, and do better next time, while continually adapting to changing environments both internal and external organization and desired outcomes.
The "human side" of the principle / people equation requires that management continues toProfessionalism, responsibility, initiative, leadership, and their effectiveness in relation to evolution, the desired results, together with the guiding principles of 'organization. This leads to the conclusion that pride is and should be the guiding principle behind for the effective management and efficient manager.
With pride, their principle, effective managers then try:
• Understand and promote the mission of the organization.
• establish and maintainrational and flexible organizational structure within which employees can operate with a minimum of administrative control and bureaucratic interference.
• provide clear direction and consistency for employees, to ensure that each employee knows and understands what is expected of him and what behavior and actions are acceptable and unacceptable.
• Maximize control staff of each employee by his work environment and related activities.
The main strategies for achievingThese results are as follows:
Cooperation: an aid to stress, supportive approach to relationships and activities.
Loyalty: Highlighting the work with employees to accommodate the needs and interests and to facilitate the resolution of problems.
Caring: emphasizing concern and interest in the activities, successes and problems of workers.
Sharing: Pointing to talk with staff, peer support, and solve mutual problems.
Respect: EmphasizingAcceptance of employees 'beliefs' and values, receptivity to ideas from workers and ideas, and sensitivity to the feelings and interests of workers.
Trust: Emphasizing give employees the benefit of the doubt, without blaming, accusing, or threatening.
Integration: Emphasizing their commitments and agreements with employees.
Conflict resolution: Emphasizing the identification, understanding, and work through the conflicts and tensions between and among employees.
WeNow you know.
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