How to manage when you have no control?

Malone says that we need a new model, moving from command and control to coordinate and cultivate. “No matter how much we talk about the new types of management, the majority still have in mind an old management model: the command and control.

The teacher sets that coordinate and organize the work so good things to happen, whether you are or not in control. “Some types of coordination are centralized, others decentralized.” Malone explained that focuses on coordinating the activities that need to be made and the achievements between them. Farming, by contrast, focuses on the people doing activities: what they want, in that stand, and how they can help each other.

For Malone, cultivate and bring out the best in our employees using the right combination of control and yield. “Sometimes you need to give commands from the top down to people, but sometimes just need to help them find and develop their own natural forces.” The proper cultivation involves finding the right balance between centralized control and decentralized.

“Coordinate and cultivate are not opposed to command and control,” he said. Are sets that include command and control, as well as many approaches to management of completely centralized to completely decentralized. When thinking about the administration in terms of coordinating and growing, you open a new range of models, getting rid of the old centralized mindset. And this is what it takes to be an effective manager today: the ability to move flexibly in the continuum of decentralization according to the situation.

Malone explained that when the manager thinks that his role is to manage an organization, limits your options: You can set clear goals or ambiguous, may delegate a lot or little, can motivate by reward or punishment, can monitor the behavior and outcomes. “Understanding these options and how to choose between them has been essential to success in hierarchical organizations that dominated most of human history.” But if the manager thinks his role is to coordinate rather than just monitor, suddenly has a much richer set of options. “Many of them are much more suited to organizations increasingly decentralized today,” said Malone.

For the teacher, in general, coordinate just means to organize work, or ride the activities so that desirable results may occur. More specifically, coordination involves establishing three fundamental conditions – capacity, incentives and connections – that allow a group of people to produce good results.

Paradox standards

“The strict standards on the right parts of a system can allow much more flexibility and decentralization in other parts of the same system.” In most real markets, buyers and sellers interact with each other in a free and flexible because follow a set of standards. They specify prices in currencies standardized.

“When people make their own decisions, it is essential to establish consistent standards.” The Internet, for example, rigid technical standards, allowing tremendous flexibility in any system. The “managers” of the Internet act as facilitators to define the protocols. Then, anyone who is using the Internet can interact with anyone to achieve their own goals.

“The same thing applies in business,” said Malone. When you have clear standards for evaluating the results of people need not spend much time reviewing and analyzing the decisions of them. Most of these standards is not documented in procedure manuals, forms part of the unwritten culture of the organization.

The teacher argues that managers still play an important role in maintaining the organizational culture that incorporates the standards. “In the future, one of the main responsibilities of all senior managers might be setting the rules, or standards with which the rest of the organization works,” he concludes.
Special Management Program – Thomas Malone 2009
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