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.
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.
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.
“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.