Making Organisations Work: some reflections

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This is particularly relevant to software of organizational structures, work ethos and organizational roles.

Our cultural variables often determine the extent and mode of communication. Studying them would reveal insights on what makes an organization tic or sink.

Interlocking of mutual experiences at the nodal points of organizational action determines the success or otherwise of organization policies. This would touch not just communication pattern but also distribution of work, the methods of performance appraisals, reward and punishment system and gender relations. The list can be made bigger. The task there for, of
adapting global values becomes a challenging one.

A word of explanation may help. It has become fashionable to talk of role of values in organization functioning. Consider the example of a family.No one teaches his child to lie, to steal and worse, however people learn how to lie and more. So there is no point in an organization claiming that it believes in truth.Would any organization say otherwise? Yet in operational terms, individually or institutionally, internally or externally organizations are known to fib.

To make statements like "people are our biggest assets" is even more silly.

It is such a common sensical value that no one could possibly say otherwise. Hence to list 'valuing people' as a value is not saying much.

A value in an organization context is only worthwhile when it is linked to the mission of the organization.

The mission of the organization has to be equally specific and correlated to organizational capacity.

If the mission is not clear and is as broad as an 'axiom' then it is not going to help in developing specific values. Illustratively if the mission of the organization is "to be world class in its area" then well might it be asked:What does it mean?

And if the mission is as generic as this the how can values be specific and operationally relevant?

In other words for values to make impact it must not only be linked to a meaningful mission statement, but should also be open to being converted into operational and actionable indicator of organizational purpose.

The Business manager therefore has as one of his primary responsibilities that of lifting the perspective of the organization beyond rhetoric and put it at a level for a meaningful action. There is an obvious need to explore these issues within the frame work of interrelationship between society, individual's culture and working culture. Recognizing this approach is necessary to make sense of the efforts to create meaningful organization roles.

In the ultimate analysis the business manager has to operate the integrative mechanisms to put together social values with technological imperatives. That is a challenge to which there has to be organizational, contextual and domain response.

Doing so will only be possible, if to begin with, one has a logic beyond one's prejudice. Talk of indigenization does not total up to being allergic to non-Indian thoughts. It is a plea for meaningful adaptation before adoption .In the ultimate analysis nothing will survive unless it is rooted in the soil.

Selectivity and application of mind, both, with reference to the heritage variables and the imported ones is central to moving forward.

Read 110 times Last modified on Wednesday, 19 April 2017 06:16