Ashok Chanda and Shilpa Kabra in their book “Human Resource Strategy”, wrote “An organization is a living thing. Each function is a part of the living organization. The function is its people. People brethe purpose and life into an organization and its functions. The function, form or structure ….. are like, bones and muscles, setting limites. But a person's spirit determines the meaning and reality of these limits; only those who press the limit actually know their reality”.
Here lies the true spirit of the Affectionate Manager and his drive to infuse energy into the functions, form and structure of the organization towards transformation and growth.The great poet. playwright, educationist and administrator, Gurajada Apparao said, “Desamante Matti Kaadoyee; Desamante Manushuloyee” ( A nation is not a mere mass of land, A nation is more a mass of people ). And organizations are part of the human society of a nation.
Therefore, the philosophy of Affectionate Management states that any organization is of the people, by the people and for the people. A living organization consists of living human beings performing varied and myriad tasks. Any organization existing only for lifeless statistical parameters will be dead sooner than later. As the adage goes, “An organization is only as great as the people in it, and the people are only as great as the organization allows them to be”. Affectionate Management is people-centric, where all other organizational issues are subservient to people.
Thomas J.Watson, Jr., said of his company, “IBM’s philosophy is largely contained in three simple beliefs. I want to begin with what I think is the most important. Our respect for the individual. This is a simple concept, but in IBM it occupies a major portion of management time”.
To understand the thrust of Affectionate Management, we propose a radically different exposition of management. Take the word MANAGEMENT. Let us rewrite the word as
MAN AGE ME N T
Then, the Panch - Bhoothas of Management will be, MAN, AGE, ME, N, T. Let us explore these five elements of Affectionate Management
Tuesday, September 25, 2007
AFFECTIONATE MANAGEMENT part 5
AFFECTIONATE MANAGEMENT part 4
Chapter-Two
Affectionate Management
Since the dawn of civilization, the finest achievements of the collective human mind are recognized as Philosophy, Religion, Science and Art. Religion gives extraordinary meanings to ordinary events. Science gives ordinary explanations to extraordinary events. Art makes the ordinary appear extraordinary. And Philosophy differentiates between the ordinary and the extraordinary.There is no point in getting into a futile debate over whether management is a Science or Art.
Management should not be systematized as a Religion, with a few faiths, blind beliefs and high priests of management ruling the roost. The Philosophy of management ought to have enough discretion to discern the ordinary practices giving out extraordinary outputs and extraordinary performances for the overall good of the ordinary people. The philosophy of Management always determines the practice of Management.
As there are various schools of Philosophy, there are as many management philosophies in vogue, which in turn crystallize the organizational goals, aims and objectives and streamline the processes of achieving them. The measure of achievement is normally assessed in terms of efficiency and effectiveness. Efficient Management depends upon the organizational structure and systems. Effective management depends upon the individual styles of managers. Whereas, Affectionate Management by definition depends on the people; their individual and collective achievement, enlightenment and empowerment.
Efficient Management can become ruthless in its obsession for achieving the performance parameters, sometimes even crushing the human element in favour of organizational preferences. Effective management has the tendency to motivate people, convincing them, that organizational interests are more valuable than the personal interests of the people in the organization. Such management philosophies, very widespread in application at present, are making the science of management more stressful, and the art of managing too abstract to be meaningful. In organizations, where efficiency and effectiveness is a religion, performance alone is the philosophy and the science of inviolable systems control the human efforts, management becomes a mindless routine of a modern version of primitive art. In the process, the human resources of the organization get robotized and become subordinate to the interests of the non-living parts of the organization such as material, machinery and money.
Tom Peters and Rober H.Waterman Jr, in their book In Search of Excellence noted, “the excellent companies treat the rank and file as the root source of quality and productivity gain. They do not foster we / they labour attitudes or regard capital investment as the fundamental source of efficiency improvement.
Affectionate Management advocates that the living part of the organization, the people, should have a priority over everything else, because the enrichment of people and their evolution into a higher plane of empowerment makes the organization sustain itself eternally and performance becomes the art of living with joy rather than the science of stress and strain.
AFFECTIONATE MANAGEMENT part 3
Colloquially, ‘Manage’ or “Managing’ assumed a different connotation. Managing normally come to mean that a person somehow manages to wriggle out of difficult situations or even hoodwinks the system in cases where one finds himself on the wrong side of the law. Most people think and act on the premise that managing is to stifle and suppress, by any means, dissent, discord, dispute, discomfort and difficulty.
The good old dictionary gives the meaning of “Manage” as having control of, operate effectively, deal tactfully and contrive. The word contrive means plan, make or do something resourcefully.Management has been defined by Peter Drucker as getting things done. Koontz and O’Donnel defined Management as creating an ambience for productive activity.
We define Affectionate Management as a sustainable performance with positive and pro-active initiatives, to maintain organizational health as a prerequisite to growth and development of the organization as well as the individuals who are’ the organization.Walter Doyle Staples, author of Think Like A Winner, exhorts, “Show affection” Radiate a sincere warmth for other people and they will do the same for you. Affection helps people fee good about themselves. A soft touch communicates a strong message – that you care.
The objective of Affectionate Management is to ensure that the ‘whole’ ( Organization ) alone does not get the benefit of growth and development at the expense of the ‘parts’ ( People of the Organization).The Eastern magic of Japan is based on only one premise : The only natural resource is the people. Treating people, not money, machines or material, as the natural resource is the key to affectionate management.
Kenichi Ohmae, Head of Makinsey’s Tokyo Office, asserts that in Japan, organization and people in the organization are synonymous.Tom Peters and Robert H.Watermen Jr. stated, “many of the best companies really do view themselves as an extended family. We found prevalent use of specific terms, family, extended family or family feeling at Wal-mart, Tandem, HP, Disney, Dane, Tupperwave, McDonalds, delta, IBM,TI, Leve Strauss, Blue Bell, Kodak and P & G…. companies like 3 m have become sort of a community center for employees, as opposed to just a place to work… They have become sort of mother institutions, but have maintained their spirit of entrepreneurship at the same time”.
The principles of Affectionate Management enunciated in the following chapters are the pathways to realize our definition of Management in the Twenty First Century. It may be noted that the word ‘MAN’ is used in these chapters to denote ‘human being’ is general. No gender bias is intended.
AFFECTIONATE MANAGEMENT part 2
Chapter - OneINTRODUCTIONMost human beings are accused of acting first and thinking later. In a different dimension, this trait may in fact be a blessing in disguise. If acting and thinking are seen as practice and theory, there will be a predominant change in perception. The History of human civilization shows that buildings were constructed before the advent of the Theory of Architecture. When the first steam engine rolled out, Thermodynamics was unknown. When the Wright Brothers fist flew the aeroplane, the Science of Aerodynamics was not born. Most human endeavours follow the pattern of action, reflection, modification, further action, more reflection, formulation of theory, appropriate application and improved performance of action.The story of Management is no different. Most efficient and effective principles of Management were manifest in the construction of pyramids, the other wonders of the ancient world, the exodus of Jews from Egypt led by Moses, the expeditions of Alexander, the administration of Roman Empire, the magnificent forts, churches and temples of Medieval Era, the skills of Akbar and Asoka and the magnificent enterprises of the Bronze and Iron Ages. Many principles of Modern Management emanated from the experiences of the First and Second World Wars. The Exemplary Management of India’s Freedom Movement by Mahatma Gandhi preceded the arrival of Management as an independent professional discipline.
The Theory of Management evolved from the principles employed by successful natural managers, who practiced near perfect management ages before the Twentieth Century. However, once management was recognized as an essential discipline, it had been afflicted with scholastic specialization. Like any other academic branch of learning, management fell into the groove of knowing more and more about less and less. Adding further woes to the practicing managers, specific jargon found its way into the domain of management, which can be understood only by the management theorists. Like Medicine, Engineering and Technology, Management Experts adorn hundreds of specialized functions. The situation became much more complicated with the entry of a host of psychologists and social scientists into the fold of Management Theory. Multi-disciplinary approaches made Management such a complex object of comprehension, more organizations in recent times have disintegrated and disappeared because of excessive theoretical analysis and less of pragmatic practices of Management. The theories of X, Y and Z should not be allowed to over-ride the A, B, C of Elementary Management Practices.
AFFECTIONATE MANAGEMENT
PREAMBLE
There are three categories of practicing Managers. Some Managers are born. Some acquire Management skills. Some have Management thrust on them. This book is intended for the Third category.
There are any number of Doctors, Engineers, Scientists, Technologists, Administrators, Beaurocrats, Entrepreneurs and Social Activists. Many of them find themselves in the hierarchy of Management in Hospitals, Factories, Research and Development Institutions, Public Undertakings, Government Departments, Business Enterprise and Non Governmental Organizations. Most of them, having spent six to ten years to be proficient in their own professions, may find neither time nor even inclination to obtain additional academic qualifications to strengthen their management skills. The short-cut methods of ‘somehow-manage’ employees and events more often precipitate crises and cannot disseminate the pleasures of professional management. Those who find themselves in the driver’s seat of Management need a few dos and don’ts. They deserve to know, in simple terms, how to manage and how not to manage.
Good driving always makes the ride safe and enjoyable. This book gives, in a nut-shell, the precepts, principles and predilections of the practice of management, but carefully avoids the elaboration of the intricacies of theory of management. We believe, to drive a car competently, one need not be thorough with the whole gamut of Automobile Engineering. An exposure to basic driving lessons should suffice. Some knowledge of the broad systems of operations will be helpful. Management is People centric.
Like human beings, organizations of people also have a proclivity to be sick or healthy. Good Management always keeps organizations healthy. Thus Affectionate Management becomes more a guide for Healthy Organizational Management with appropriate tips to avoid unhealthy predicaments. Affectionate Management, in essence, is a healthy practice of management
MANAGEMENT AS AN ART AND A SCIENCE
The question whether management is an art or a science has often been asked. The answers are diverse and debatable. In practice, however, a manager's job involves both science and art. The following explanation makes the topic more clear.
MANAGEMENT AS AN ART
Art refers to creative skills and talents which people require to conduct certain activities in order to accomplish certain goals. Art is an inborn talent. However, it can be refined through learning, and practice.
Mary Parker Follet, Harold Koontz and several other management authors called management "as the art of getting things done through people." Are they right? Yes, management is an art due to the following reasons:
1. It is innovative:
A managerial decision taken by one manager cannot be easily copied or repeated by another manager. Even for the same manager, it may not be possible to repeat his earlier decision. He may have to modify an earlier decision depending upon the situation of a particular problem. Copying has no place in management
2. Individual approach to handle situations:
Every manager adopts his individual approach or style of managing to handle situations. Given the same situation, the same resources, and the same environment, some managers can easily get the work done from their subordinates, whereas, others fail in spite of their best efforts. This is because of the individual approach adopted by managers to handle situations.
3. Application and dedication of skills:
Good managers of today not only require skills and knowledge but there is also a need for discipline, dedication, and commitment on the part of managers. It is often said that success is the outcome of 'knowledge + intelligence + dedication'. If the managers are not disciplined and dedicated, they are sure to fail sooner or later.
4. Accomplishment of results:
Every good manager, like an artist, is always practical and action based. What matters is not just activities but accomplishments in the form of results. In other words, emphasis is placed on the results rather than on activities. The results of a manager may be seen in the form of higher productivity, better relations, disciplined work-force, good working conditions, increase in sales, reduction in absenteeism, reduction in wastages, etc.
MANAGEMENT AS A SCIENCE
Science is a systematized body of knowledge which is universally accepted. Sciences are divided into two groups - physical sciences and social sciences. Physical sciences like physics, chemistry, etc., are accurate and exact. However, social sciences are less accurate and exact because they deal with human beings.
Management belongs to the social science category, because it deals with human beings. Since human nature cannot be predicted with accuracy, the laws and decisions in management may just be the one way of doing things in the given situation and not the only way of doing things.
F.W.Taylor was perhaps the first person to consider management as a science. He was of the opinion that management should conduct their business affairs by following certain well established standards. To a certain extent Taylor was right. Management can be called as a social science due to the following reasons:
1. It collects in format ion using observation and experiment:
Managers collect information cither by observation, experiment or by practice. For instance, a marketing research manager may collect information either by way of observation, or experimentation or by way of field research. The collected data is systematically processed through computers or such other techniques. After processing, the data is analyzed and then by using judgment and experience, the manager takes a decision.
2. Output may vary, the inputs being the same:
In physical sciences, the output varies if there is a variation in input. However, in management, the output may vary, even when the input remains the same. This is because it deals with human beings. Sub-ordinates working under one manager may give different results at different times depending upon the situation, even though they may use the same resources.
3. Process of" management is universally followed:
Managers in all organizations, whether large or small, and at all levels, follow the process of managers. All managers need to plan, to organize, to direct, and to control their activities. Every manager while performing the process of management does make use of knowledge gathered through systematic observation, experiment, or reasoning.
4. Principles of management are universally accepted:
All successful organizations do follow the well established principles of management, such as division of work, unity of command, authority and responsibility parity, discipline, and so on. However, the degree of application varies from one manager to another manager and from one situation to another situation, and from one organization to another organization.
Thus, it can be concluded that management is an art as well as a science. Managers need to be skillful artists in order to accomplish their goals. For this purpose they need to be innovative, and systematic. It is the science that discovers and the art that develops
Management as a Profession
Profession is an occupation carried on by professional people like doctors, lawyers, architects, etc. It involves application of expert knowledge to solve specific problems or to handle specific tasks. Some authors say that management is a high class profession. Others say that management is slowly gaining the status of a profession, whereas, still others say that modern managers adopt a professional approach to handle tasks and responsibilities. To find out whether management is a profession or whether managers adopt a professional approach, one needs to know the basic features of a profession.Characteristics of a Profession:Expert Knowledge: Professionals require expert knowledge in a particular discipline. For instance, a doctor needs to have expert knowledge in the field of medicine.Formal Education: A true professional needs to have minimum formal education from a recognized institution. For instance, a lawyer needs to have a degree in law from a recognized university.Code of Conduct: The actions of a professional are guided by a code of conduct. It is the association, either at national level or at state level that lays down certain standards to be followed by the professionals.Social Responsibility: The professionals are required to be socially responsible while handling their tasks and responsibilities. Their actions should not be guided only by monetary considerations, but they also must be socially responsible.Fees: The professionals normally charge fees for their services. The fees may vary from professional to professional. Normally, they do not work exclusively for only one client. They have a number of clients.Requirement of License: Professionals require a license or a permis sion to practice. For instance, a doctor requires a license to practice as a medical practitioner.Specialization: The professionals may specialize in a particular field. For instance, there may be doctors only for a particular disease or for a particular class of patients. For instance, there are heart specialists, child specialists, etc.Independent Office: Normally, the professionals practice from their own independent office.Does Management have all the above features? To a certain extent the answer is 'No', because of the following reasons:• Entry to management is not restricted by minimum academic studies.• There is no written code of conduct.• There is no national level or state level institution that lays down certain standards for managing business activities.• Managers are paid salaries and perks and not fees.• There is no need for a license or a permission to practice as a manager.• Managers normally serve a particular company. They cannot serve several companies at the same time.• Managers operate from the company's premises and not from their independent premisesHowever, managers need to posses expert knowledge in a particular area. For instance, the marketing manager needs to have good knowledge and experience in the field of marketing, the finance manager needs to have a good experience and knowledge in the field of finance, and so on.Again, many well established companies prefer graduates or diploma holders in management as managers. The actions of the managers arc subject to implied code of ethics, and that they should reconcile their profit motive with social responsibility. In this sense, management can be regarded as a profession.It is to be mentioned here that now-a-days, business concerns are employing professionals like lawyers, chartered accountants, engineers, scientists, economists, etc. Professional management consultants are consulted on vital matters. This shows that business concerns have adopted a professional approach in managing their organizations.However, it not right to say that management is a true profession and never it will be. To conclude, we quote Peter Ducker "No greater damage could be done to our economy or to our society than to attempt to professionalize management by licensing managers, for instance, or by limiting access to management to people with a special academic degree
