Money is a tool .People are a resource.  - Blair McPherson

 

Those who consider organisations machines-like use approaches suitable for machines such as plans and targets  monitored by committees and managed through a bureaucratic process.  Those at the top making decisions see this as like pulling a lever they expect something to happen further down the line. 

 

Machines can be controlled with manuals, precise plans and predictable cause and effect levers , but people behave differently. Which explains why simply changing job titles, JD’s and the organisation’s management structure don’t bring about a more agile organisation. In fact over emphasising the importance of efficiency and targets can be counter productive and have unintended consequences. Too much focused on targets can led to the down grading or neglect of any activity that does not contribute to improving the numbers. The goal of increased efficiency if pursued over enthusiastically can be at the expense of quality, customer satisfaction and Health and Safety. 

 

This isn’t to say that when it comes to organisation change plans and targets don’t  have there place but that the human resource has to be properly taken account of. Senior management need to work on gaining employees trust because at some point they are going to ask employees to trust them over the intentions behind the proposed changes and the assurances they give. This will be easier if the senior management team models a compassionate management style, if genuine efforts have been made to engage with  employees and if the organisation is seen as serious about the health and well-being of employees. 

 

Whilst organisations are neither machines nor organisms it helps manage the change agenda if we remember they have similarities and whilst  ,” money talks“ so  people can walk! 

 

Blair Mcpherson former director author and blogger www.blairmcpherson.co.