Behavior of Committees


Committees are formally constituted bodies characterized by periodic, intermittent, or temporary rather than continuous functioning. Purposes for conducting a committee meeting almost always include an objective of gaining or maintaining inter-group coordination and/or cooperation. Staff or subgroup meetings have analogous purposes on the group level of analysis.

 

Committees integrate organizational behavior vertically in the authority hierarchy and/or horizontally across group boundaries. Committees may function primarily as a formal communications medium for one-way dissemination of information from above at one extreme all the way to omni-directional informational sharing (e.g., new projects, problems, etc.) at the other. Two other common committee functions are problem solving (e.g., performing a technical design, cost and schedule feasibility assessment) or decision making (e.g., adjusting and approving departmental overhead budgets for the upcoming three months).

 

There are both advantages and disadvantages to employing committees for any, or any combination, of these functions. The net effectiveness is emergent and is no doubt influenced by the nature of the tasks to be performed, the time available, the people involved, and primary task groups represented as well as other situational factors.

 

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please contact www.asifjmir.com, Line of Sight

 

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Reengineering and Workers’ Decision-making


Companies that undertake reengineering not only compress processes horizontally by having case workers or case teams perform multiple, sequential tasks but vertically as well. Vertical compression means that at the points in a process where workers used to have to go up the managerial hierarchy for an answer, they now make their own decisions. Instead of separating decision-making from real work, decision-making becomes part of the work. Workers themselves now do that portion of a job that formerly managers performed.

 Under the mass-production paradigm, the tacit assumption is that the people, actually performing work, have neither the time nor the inclination to monitor and control it and that they lack the depth and breadth of knowledge required to make decisions about it. The industrial practice of building hierarchical management structures follows from this assumption. Accountants, auditors, and supervisors check, record, and monitor work. Managers supervise the worker bees and handle the exceptions. This assumption, and its consequences need to be discarded.

 The benefits of compressing work vertically as well as horizontally include fewer delays, lower overhead costs, better customer response, and greater empowerment for workers.

 My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please contact www.asifjmir.com, Line of Sight

 

 

 

Organization’s Infrastructure


An architect’s work requires more than site selection and structural design. A building also has an infrastructure, a complex and sometimes invisible web of systems that work together to make the building functional and livable. These include the electrical, plumbing, and air conditioning systems, as well as the essential channels for people movement and telecommunication hookup.

Infrastructure is not just an add-on. The development of new technologies that provide efficient solar heating also required architects to consider a new set of factors when siting a building. Just as the invention of the elevator paved the way for today’s concrete and steel skyscrapers, some new organizational concepts and technologies are needed to make horizontally oriented structures workable and vacuum free.

This exactly runs in pairs with organizational infrastructure needed to make the new corporation work. It has issues such as the hierarchy of reporting relations, the career structures they imply, and the middle managers who populate them, along with ways to rethink control and coordination so that new learning, rather than redesign compliance, is produced.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please contact www.asifjmir.com