Management and Mission

All management is based on guiding principles, and the effectiveness of the administration, it follows from these principles. This applies whether the principles are appropriate or inappropriate, reasonable or irrational, consistent or inconsistent. Similarly, the derivative nature of the administration is whether the principles are vague or well defined, followed faithfully or accidentally, used every day by the managers, the very experienced or fundamentallyincompetent. Effective management, it is a product of:

• Guiding principles that may be appropriate, proportionate and consistent;

• managers who are clear about the basic principles hold true for they are, and who is generally responsible.

It follows that the effectiveness of the management of the organization is a product of the principle / people equation:

• Principles + People = Outcomes.

The guiding principles for aOrganization is a combination of the underlying assumptions and values, to define and direct management of the practice. "Assumptions" in this context, beliefs, as "held true," without demonstrable proof. Values are the conditions that should be kept and by nature itself "right". From this perspective, the guiding principles are true because they are true and correct, because they are right.

With the non-empirical, self-justifying nature of guiding principles in mind, aOrganization has the unique "culture". Here refers to the "culture" to the collective beliefs, values and norms of the organization in which "standards" means the standards for behavior and interaction within the organization. These standards are of course based on the organizational beliefs and values, how the organization should be people "behave" and interact both with each other and with people outside the organization are related. "Standards" really defined and the correct behavior.

If the standardsas understood from the following beliefs and values of the organization's culture can be summarized as the collective feeling;

• What is true,

• What is correct,

• What is correct.

On an abstract level, there is an organization, the principles in their collective memory and current awareness, but in practice, the functional level, these guidelines to stay within their people. Every person is a carrier and supporters of the guiding principles that directOrganization from day to day activities and future "results". The "results" can be tangible or intangible, but nonetheless, a product of joint efforts of the people, and provide guiding principles for the organization to bear.


(P) Professionalism: An organization that is achieving its desired results depends on the people, so that the people who make try to make all the difference. You need to able to fill their organizational tasks. At least they havehave the knowledge, skills, and the court in accordance with their positions and responsibilities. In return, they must apply their knowledge, skills, and the verdict in the interest of achieving the desired organizational results. To the extent that the organization of people do not have the required knowledge, skills and sentence for their positions in the organization, ensure through the administration must ensure that the necessary training and qualification of their plannedPeople, and how to leave the organization, new people must be stopped, either, or can develop the necessary knowledge, skills, and the verdict. What is the mechanism that the organization can not achieve the desired results, unless and until the requisite knowledge, skills and judgments are available.

(R) Responsibility: Under the assumption that the necessary knowledge, skills, and the sentence in force, the organization will produce the desired results are achieved onlythe extent that their customers do it right the right things, the first time, on time, everytime. Simply with competent people, there is not sufficient in and of itself. Here are the "right" things do not go on the basis of education and experience. Rather, it is based on the understanding and observance of principles of organization. She does what is right from a value perspective. Doing the right things right the first time, on time, every time means that the organization mandiligently to comply with its principles.

(I) Initiative: Competence, plus adherence to principles is the initiative: The people see what is done and do it, because it has to happen. As the organization people are responsible, they are able to see what needed done and the knowledge, skills, and the decision to do it. As they keep on guiding principles of the organization and committed to their desired outcomes that theywhat needs to happen. Conversely, if the organization's initiative, there are obvious people do not require organizational weaknesses intervened. This procedure has, to a certain mix to increase the capacity of staff of the company and increasing adherence to the principles of the organization to judge. Increase compliance with the principles, of course, have both the understanding and acceptance of what is true and right from the rightOrganizational perspective.

Be (D) directedness: The Organization of People, the right things, and obviously a high degree of personal initiative and not to achieve the desired organizational outcomes, unless there is a high degree of directedness: a focus on achieving optimal results for any situation or circumstance. These optimal results are intermediate to the desired outcomes of the organization, and the lack of focus on it reduces the likelihood of achieving theOrganization to the desired results. Conversely, intense focus on intermediate results increases the likelihood of achieving the organization's desired outcomes.

(E) Effectiveness: Were the organizational internal and external environments, static, professionalism, responsibility, initiative and directedness would be sufficient to achieve the desired organizational results, and once people have been successful in terms of the interim, they would only need to "keep up Thegood job. "management, then would be something more than a" maintenance expense "process. However, changing both the internal and external environments over time, and management to ensure the permanent reconciliation between the organization and the external environment is responsible. Further, the desired outcomes of the organization change over time. This change may mean completely different results or revised standards for old results. Regardless of the change yesterday, the desired resultsis not the same as tomorrow. It is, therefore, b-oriented holding management responsibility to the organization with people changing their results. This is done by what did achieve, evaluation, done what was done, and it better next time, while ensuring continuous fit with changing internal and external organizational environments, and desired results.

The "people" side of the principle / people equation requires continuous management ofProfessionalism, responsibility, initiative, directedness and efficacy in relation to the change, the desired results, in consultation with the guiding principles of the organization. This leads to the conclusion that pride and needs to the underlying principle for the efficient management and effective management.

Endeavor with pride as their guiding principle, effective managers will:

• To understand and further the mission of the organization.

• Define and maintain youra reasonable, flexible organizational structure in which employees function with a minimum of administrative and bureaucratic control and interference.

• Enter has clear, consistent direction for the employees and assured every employee and understands what is expected of him and what behavior and actions are acceptable and unacceptable.

• Maximize control personnel for each employee on its work related, environment and activities.

The critical strategies for achievingThese results are:

Cooperation: Emphasizing a helpful, supportive approach to relationships and activities.

Loyalty: Emphasizing working with the staff by including special needs and interests and to facilitate resolution of problems.

Caring: Emphasizing the concern and interest in the activities, successes and problems of employees.

Sharing: Emphasizing solving, talking with employees, mutual support and mutual problems.

Warning: StressingEmployee acceptance of beliefs and values, receptivity to employee ideas and thoughts, feelings and sensitivity to people and interests.

Trust: Stressing the employees the benefit of the doubt, without guilt, or accused of threatening.

Integrity: Emphasizing keeping promises and agreements made with employees.

Conflict Resolution: Emphasizing identified, analyzed, and working conditions by conflicts and tensions within and between employees.

Thereand go now you know.


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