Two out of different functions of management are organizational
structure and staffing.
Organizational
structure is formulated according to the organizations goals, objectives and
values. For an engineer organizational structure may mean low level design (LLD)
of strategic planning. The engineer specifies appropriate location, on that
location which building, on which floor, how many racks to mount, how many
slots each rack should have, how many servers, hard disks, disk arrays and what
type of communication is needed etc. And then in which slots to mount the servers,
hard disks and disk arrays.
Finally, installation takes place, both hardware and
software, then testing and then maintenance. It continues that way.
For the management body (board of directors) after
organizational structure (LLD in engineering terminology) is designed staffing
follows by. Staffing is assigning duties and responsibilities. For the engineer
this means installation. Continues assessment (evaluation) and training for the
management body are termed as testing and maintenance (for the engineer).
For the engineer every component of the system is
crucial, for the system to work properly. Power, network communication, storage
and processing must integrate and work synergistically to produce higher output.
As a result all of them are given equal
weight, equal follow up, equal testing and maintenance. Here there is no so-called
hierarchy.
In management there is no equality. Importance
increases as one goes up the organizational structure. And so do the benefits. But
work load decreases. The responsibility of the management body is throwing down
hot potatoes to the lower staff. The
so-called collaborative management is, hence, impractical. All organizations
prioritize classical hierarchy – because the management body is the most
egoistic body of any organization.
In organization I’m working for this egoistic nature
is prevalent. The management body is meant to solve organizational problems or
to assign people that solve problems. But what is happening, in our case, is to
the contrary. For all internal problems, what the management body is looking
for is external solutions.
But things
cannot be solved that way. Inside out approach of solving problems is long
lasting, yet they don’t like. They instead blind fold themselves and frantically
run for outside in approach of solving problems. They are always in search of
machines, not capable human beings.
That’s why no matter how much we invest to transform
the organization; it never moves even a single step forward.
According to Public relations professionals, for any
organization two things are crucial for its continuity: employees and customers.
Employees are crucial Internal customers are employees, whereas customers and
business partners are external customers.
Therefore, to achieve its objectives an organization
must focus on its employees and its customers. It must satisfy their needs and
respect their values. It must build a very strong relationship at least with
both of them. Negative relationship is tantamount to failure. Neutral is okay,
yet not enough. Positive (strong) relationship is what the PRs department is
expected to build.
In the organization I’m working for employees have
lost hope on the company, the customers don’t trust it either. With both
crucial entities, there is almost no communication. This means the organization
doesn’t know whether it s customers are satisfied or not.
And this in turn
leads us to conclude that the company doesn’t know what its objectives are. Which
of its values are un-compromisable and which can be tolerated.Its objectives, mission, vision and values are nothing
more than paper values. This is the main problem of our company.
