Tasks of Effective Management
Prof. Dr. Fredmund Malik is a university-level professor of corporate management, an internationally renowned management expert and the chairman of Malik Management, the leading knowledge organization for wholistic cybernetic management systems, based in St. Gallen, Switzerland. With approximately 300 employees, a number of international branch offices and partner networks for cybernetics and bionics, Malik Management is the largest knowledge organization, offering truly effective solutions for all types of organizations and their complex management issues. Thousands of executives are trained and advised about wholistic general management systems. Fredmund Malik is the awardwinning and best-selling author of more than ten books, including the classic "Managing Performing Living". He is also a regular columnist for opinion-leading newspapers and magazines and one of the most prominent thought leaders in the management arena. Among numerous other awards, he has received the Cross of Honor for Science and Art from the Republic of Austria (2009) and the Heinz von Foerster Award for Organizational Cybernetics from the German Society for Cybernetics (2010).
Tasks of Effective Management
Second Task: Organizing
The second task of effective management is organizing. Effective people do not wait to be organized; they organize themselves for their own benefit in their personal tasks and their area of responsibility.
Once again I will limit myself to the most important things here that, in my experience, determine the effectiveness with which this task is carried out, and this is largely independent of any specific circumstances. The structure of companies and most other institutions in society will, if the signs are not deceptive, be one of the most widely discussed topics in the coming years, an ongoing problem for which there are not really any solutions at present. Many organizations are experimenting and in most there is great uncertainty. With the exception of those companies that run a simple business, and those institutions that have a very simple task, all are, in some way, involved in organization. The changes that are taking place in the economy and society are forcing us to reconsider these structures increasingly frequently. However, it seems to me that no one has a ready solution at present.
Therefore, this chapter is not about the future macrostructure of an institution, but about that which should always be given attention in organization, regardless of the stage of development or restructuringa company or any other institution may be at.
Warning against "Organizitis"
An ever increasing number of managers follows a strategy of constant reorganization and restructuring, so that "things are always on the move". I fail to understand this; I consider it to be wrong. It has nothing to do with sensible organization, it is a disease - let us call it "organizitis". It primarily occurs in people who believe they should be "dynamic" at all costs, or in those people who wish to be featured in the media. In any case, it is a mistake made by corporate and also personnel managers.
People can certainly cope with change, but they also require periods of calm and stability to perform productively . Anyone who changes and reorganizes for the sake of change risks a clear erosion of the company's results and will produce "wait-and-see attitude", lethargy, and anxiety.
Organizational changes can be compared to surgical operations on an organism, a living organism and without anesthetics . Surgeons are ina considerably better position than managers; they can at least put their patients under anesthetic. Managers cannot do this . The manager's "patients" are fully aware of whatever is coming their way and they react accordingly.
Good surgeons have learnt that they should not operate unless strictly necessary. Only when all other means are futile will they take up the scalpel. Good managers behave in the same way. They do not reorganize unless it is necessary, and if they do have to, it is only after proper preparations have been made, and after the procedure has been thoroughly thought out and all the necessary support measures have been taken.
There Is no such Thing as "Good" Organization
Most people, especially inexperienced ones, have the idea in their mind that there are forms of organizations that function without friction . Whether management or business administration will ever find such forms is uncertain. At any rate, we do not yet know of any.
All organizations are imperfect : They all produce conflicts, coordination problems, problems with regard to information, areas of interpersonal friction, a lack of clarity, interactions, and all the other possible difficulties. In my opinion we would be well advised to assume that there is no choice between good and bad organization, but there is a choice between bad or less bad . Compromises are neces