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A Conventional Approach (*) |
Joy at Work Approach (*) |
The principal purpose of the company is "creating shareholder value, although other purposes or goals maybe mentioned. |
The principal goal or purpose of the company is stewarding its resources to serve society in an economically strong manner. |
More than 95% of important decisions are made by official leaders of the organization, officers and board members. |
Some 99% of all important decisions are made by non leaders. |
Decisions are made or "approved" by leaders at the highest practicable organizational level. |
Decisions are made by non leaders at the lowest practicable organizational level. |
Leaders see their role as managing people and resources. |
Leaders see their role as serving other employees. |
Leaders see themselves as initiators, creators of vision, developers of action plans, accountability officers and those who have an ability "to get things done." |
Leaders are mentors, coaches, teachers, helpers and cheerleaders. |
Adopt "participative management" techniques, in which bosses ask subordinates for advice but make final decisions themselves. |
Allow subordinates to manage resources and make decisions. Oversee rigorous advice process and fire people who do not use it appropriately. |
Job positions, slots and titles remain basically the same over time. Only the names with the boxes change. |
No company-wide job descriptions. Every person is considered unique and must build a job around his or her unique skills and passions. |
Management and labor are treated and paid differently. Problems between management and labor will often arise. |
There is only one category of employee within the organization. There are no separate management people. |
Under "control" philosophy, the job of supervisors is to make decisions, hold people accountable, assign responsibility and perform a host of other tasks, making it impossible to have more than a few people reporting to anyone leader. A large organization may require eight to 12 layers of management. |
Minimum number of supervisory layers (no more than three to five between the CEO and an entry- level person) to minimize the number of bosses and hierarchy. Each person is responsible for managing himself or herself. |
Low level of "volunteerism." Employees are characterized by a high degree of passivity. |
High degree of "volunteerism" for special assignments and task forces. People at all levels of the organization are actively engaged in its operations. |
Shared values are promoted as a technique to improve chances to achieve economic goals. |
Shared values are goals to which the company aspires in and of themselves, not merely as a means to financial ends. |
Different pay programs for leaders than for workers. |
Everyone is paid according to the same criteria. No special program for senior leaders or "management." |
Pay set by bosses. |
Ongoing experiments allowing individuals to set their own compensation, after getting advice from colleagues and supervisors. |
Turnover of employees is higher. |
People enjoy their work and do not want to leave. |
Management information system designed to provide information primarily to managers (leaders). Financial and other "sensitive" information shared only with leaders. Other information given to people on a "need to know" basis. |
"Management information" is shared with everyone in the company, not just senior leaders. Most decisions made by people other than leaders. |
Sees primary role as representing the interests of shareholders. |
Sees role as representing the interests of all stakeholders (employees, suppliers, shareholders, customers). |
* Chart excerpted from Joy at Work by Dennis Bakke. Read more starting on page 295, Appendix B.
Related newsletter articles:
December 2002 - Taking a Productivity
Break
December 2004 - Make it Lighter
December 2007 - Management styles (just
for fun
December 1999 - Fun at Work
September
2004 - Stress Busters: Managing Stress in the Workplace
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