"Traditional organizations rest on command
authority. Information-based organizations rest on responsibility"
When a company builds its organization around modern
information technology, it must ask the question: "who requires
what information, when and where?" And then those management
position and management layers whose duty it has been to report rather
than to do can be scrapped.
But, the information based organization demands
self-discipline and upward responsibility from the first-level
supervisor all the way to top management. Traditional organizations rest
on command authority. Information-based organizations rest on
responsibility. The flow is circular from the bottom up and then down
again. The information-based system can, therefore, function only if
each individual and each unit accepts responsibility: for their goals
and their priorities, for their relationships, and for their
communications. This in turn makes possible fast decisions and quick
responses. These advantages will be obtained only if there are
understanding, share values, and, above all, mutual respect. If every
player needs to know the score, there has to be a common language, a
common core of unity. If the organization is information-based,
diversification in which financial control is the only language is bound
to collapse into the confusion of the Tower of Babel.
Is your organization held together by financial controls or by
understanding, shared values, and mutual respect? Accept responsibility
for yourself and your unit, including your goals, your relationships,
and your communications.
THE FRONTIERS OF MANAGEMENT
"The greatest waste of resources in all the
organizations I have seen is the failed promotion."
Why should people who, for ten or fifteen years, have
been competent suddenly become incompetent? The reason in practically
all cases I have seen is that people continue in their new assignment to
do what made them successful in the old assignment and what earned them
the promotion. Then they turn incompetent, not because they have become
incompetent, but because they are doing the wrong things.
What the new assignment requires is not superior
knowledge or superior talent. It requires concentration on the things
that the new assignment requires, the things that are crucial to the new
challenge, the new job, and the new task.
Do not continue to do in your new assignment what made you successful in
the old one. When you enter a new assignment, ask "what new things
should I be doing in my new assignment to be effective?:
DRUCKER ON ASIA.
"Organise for the next day at the end of the
previous day. This is what gives me peace of mind at night, a feeling
that I am on top of things, and a real excitement about coming into work
the next morning. Simply by arranging the next day - defining on paper
what I want to accomplish - I feel that I have a head start."MARK H. McCORMACK, Americansports
marketing consultants, founder and CEO of International Management
Group, and author.
"What's the difference between a leader and a
manager? Leader know the best course of action, while managers only know
the best way to follow it."ANON
"He who has never learned to obey cannot be a
good commander."ARISTOTLE (384-322BC), Greek
Philosopher. Politics (4th century BC)
"Leadership is all about taking. Followers take
orders, leaders take charge."ANON
"Management is doing things right; leadership is
doing the right things."Peter Drucker and Warren Bennis.
American academics and authors. Quoted in Stephen R. Covey, The 7 Habits
of Highly Effective People (Simon & Schuster, New York, 1989).
"Effective negotiation persuade their
counterparts. They understand that it is usually more pursuasive to
convince the other side than the given result would be fair rather than
convince by stubbornness. Arguing about what they will or won't do
creates a contest in which the other side knows that stubbornness will
be rewarded. That is not an incentice we would like to create for either
side. We would like both parties to be open to new ideas. We are not
saying 'be fair to be nice,' or even 'be fair to produce a fair
agreement.' Those are possible by-products. We are suggesting that
criteria of fairness are valuable as a sword to persuade others and as a
shield to protect ourselves from being unfairly treated."(ROGER FISHER, American law
professor at Harward Law school, conflict management consultant and
author, and DANNY ERTEL, American dispute resolution counsellor,
columnist and author. Getting ready to negotiate.
"If you want ten days of happiness, grow grain.
If you want ten years of happiness, grow a tree. If you want hundred
years of happiness, grow people."(HARVEY MACKAY, American business
executive, CEO of Mackay Envelope company, motivator and author.)
"I never think of the future. It comes soon
enough."Albert Einstein (1879-1955),