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

 

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

 

 

 

Seeking Japanese Philiosophy


Everyone is aware of the major inroads the Japanese have made and are continuing in world markets. Some of the elements of the Japanese philosophy include:

  1. Worker Flexibility. Rather than being specialized, workers are trained to do many different tasks, making for a flexible process and reduced WIP.
  2. Jidoka-Quality at the Source. If a bad unit is made, it is not set aside. The entire process is stopped, and everyone looks to find the problem. This again reduces WIP and does not allow continued production of bad goods.
  3. Just-in-Time Production. An item is produced exactly when it is needed. This works best for repetitive manufacturing, so all processes are designed to be repetitive manufacturing. Kanban control systems were developed for this situation.
  4. Uniform Plant Loading. Confusion and shock waves from changing things are avoided by having exactly the same thing made every day. One way to do this is to establish a standard mix of products to be made every day.
  5. 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 Asif J. Mir.

Redesigning the Organization


The ra, pidly increasing rate of change demands not just incremental change but fast radical alterations of strategy, culture, structure and processes. This is a complex, continuing effort that is closer to revolution than evolution. Actions that must precede the initiation of change; guidance on how to perform the technical, social and behavioral tasks, and the actions required to wrap up and integrate everything into a complete, workably changed organization. Organizational redesign is an excellent demonstration of change leadership, and a simple powerful model of the process.

Redesigning the organization involves a process map of the organization as the basis for process improvement; looking at the various change methods that are available, conducting a broad design of the total organization, and then designing the human resource support processes for the redesigned organization. This follows ways to incorporate the redesigned processes into the existing system. The redesigning of the organization demonstrates how better integration can be achieved to provide better overall results. My Consultancy–Asif J. Mir – Management Consultant–transforms organizations, makes them relevant, and suggests solutions for succes. For details please contact Asif J. Mir