RCRG
Syndicate
] "When we began our research project, we speculated that our evidence would show the visionary companies to be great places to work (or at least better places to work than the comparison companies). However, we didn't find this to be the case--at least not for everyone." (p. 121)
"Deming's sometimes-gruff nature reflected impatience with managerial abuses of power. He thought that power carried a precious responsibility. 'Research shows', Deming said, 'that the climate of an organization influences an individual's contribution far more than the individual himself.' " (p. 206)
Minnesota author Carol Bly died a few years back. I regret I wasn't aware of her when she was here in Rochester to speak on various occasions.
No matter all of the talk about people's loss of interest in their work, the manager can still count on the desire to do a good job; pride in performance will always exist. However, there are forces, both in the work situation and in our society at large, that limit opportunities to fulfil this motive.
One factor in the work situation is the nature of the job. If the work to be done is dull and unchallenging, the individual can get no real satisfaction from doing it well. Another factor is too-close supervision. The capable, well-motivated man cannot find satisfaction on the job if he lacks sufficient scope to show what he can do." (p. 153)
"When work, the productive process, becomes display, its meaning becomes lost. Its performance as part of the organizational drama becomes the only meaning it has. Accordingly, the parts it plays in the organization's transactions with the world become irrelevant. When this happens, work loses its adaptive function and becomes mere ritual. At the same time, the rituals that serve to express the individual's identification with the organization ideal, especially those connected with rank, come to be infused with significance for the individual. They become sacred. Thus, reality and appearance trade places. The energy that once went into the production of goods and services of value to others is channelled into the dramatization of a narcissistic fantasy in which the organization's environment is merely a stage setting." (p. 61)
Mackay writes, "Genius may not always be associated with messiness, but the following words are very much to the point:
'Picture to yourself the darkest, most disorderly place imaginable...blotches of moisture covered the ceiling; an oldish grand piano, on which the dust disputed the place with various pieces of engraved and manuscript music; under the piano (I do not exaggerate) an unemptied chamber pot; beside it a small walnut table accustomed to the frequent overturning of the secretary placed on it; a quantity of pens encrusted with ink, compared with which the proverbial tavern pens would shine; then more music. The chairs, mostly cane--seated, were covered with plates bearing the remains of last night's supper, and with wearing apparel, etc.'
That passage is found in The Lives of the Great Composers, by Harold C. Schonberg. It is Baron de Tremont's description of Beethoven's 'Office.'" (p. 141)
"There are several basic kinds of organizational environments: corporate, entrepreneurial, intrapreneurial (independent responsibility within a corporate structure), partnership, or complete autonomy (in the case of the artist). Sometimes the real you is in the wrong environment." (p. 109)
"Ocassionally, I encounter and organization that really does practice what it preaches, or 'walks the talk'. But I can say with great certainty that the companies that really do a lot of talking and walking are few and far between. There is a lot of talking but very little walking out there in the big wide world of management.
The potential for rage in these controlling organizations is going to be higher, and for several reasons. When you have a mentoring, coaching, and collaborative management style, employees tend more toward higher productivity, efficiency, and effectiveness, and there is a happier workplace atmosphere. Conversely, when there is a domineering, controlling, or even bullying environment, the employees feel threatened, are less productive, feel highly stressed and are unhappy." (p. 53)