Process: The un/avoidable!
Why is it that in some organizations, staff do not follow(or should I say "avoid"?) the process/es defined and implemented by the management?
Well, think about it! I believe following three the major factors.
He says, everything(literally everything that exist in this universe) has a process; and whoever/whatever that doesn't come through a process, pays its expense.
Imagine a person who was promoted(suppose: for some good reason) from a Jr. Engineer to Manager Engineering. Company would think they did great; the Manager would think 'wow! what a great company', all we see is win-win.
Generally, I see it a lose-lose situation. How so? Follow...
Teaming is one of the most challenging tasks for any organization that wants success and everlasting excellent production.
To be able have a better, gelled team; you must know your 'team', how they 'feel, and think and would react'.
Well, am I on a tangent? No, not really. Because the paragraph above emphasizes upon the importance of process-makers, the process, and its followers.
Well, think about it! I believe following three the major factors.
- Generally, a process is avoided because of its complexity. The more complex the process, the chances are that the process shall be avoided. For example, our Passport office; I would give my passport fee + services fee to a chacha sitting right in front of the passport office, but won't try to step into the passport office gate. This is a common, experience'able example.
- Secondly, I believe the process should come from the people who would follow the process. Because then, they would be very much willing to follow it; thats inherent and natural.
- The process should be a repeatable process and updateable accordingly; so that it(the process) as well the people who are following it, could accomodate the changes coming in with the passage of time.
He says, everything(literally everything that exist in this universe) has a process; and whoever/whatever that doesn't come through a process, pays its expense.
Imagine a person who was promoted(suppose: for some good reason) from a Jr. Engineer to Manager Engineering. Company would think they did great; the Manager would think 'wow! what a great company', all we see is win-win.
Generally, I see it a lose-lose situation. How so? Follow...
- Though the new manager had a jackpot, but see the new manager would never be able to learn what was there to learn in the positions of Sr. Engineer, and Pricipal Engineer, and Jr. Manager. Some people call that learning-curve. These un-learned things are going to hurt him in future, or atleast challenge him frequently from time to time in the days to come. Plus, its not that you just learn some technical engineering stuff, but its all(amalgamation) of professional as well as personal grooming; an experience has a learning affect professionally, personally, morally, socially, well and economically. You get to experience the three sixty degrees view of it.
- And lose for the company because company might experience a shock as a result of action or reaction of the newly promoted manager. Because he since he is new to the management, he doesn't know how to be a Manager.
Teaming is one of the most challenging tasks for any organization that wants success and everlasting excellent production.
To be able have a better, gelled team; you must know your 'team', how they 'feel, and think and would react'.
Well, am I on a tangent? No, not really. Because the paragraph above emphasizes upon the importance of process-makers, the process, and its followers.
