Transcript review

- Sat of social institutional development is to. Provide circumstances in terms of role relationships. Such that every individual shall be free to use his or her temperament. The values issue is to develop trust inducing constraints.

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- The gift you have in a family organization is that most family organizations are very comfortable taking a longer view. They're also much more willing to allow. change to take a little bit longer. Often those organizations do not do well at task assignment.
- I think it's the role that the owner chooses to take. We have one organization that we work in that the organization is more complex than the capability of the owner. US viewer consultants can help your owner define the role where he can best serve. This work has to start from the company vision mission strategy.

- James, I'm getting very worried because of this series. There's too much to discuss both from their point of view and ours. These are very strange times and we won't deal with problems by sticking our heads in the sand. Time for frankness and be damned to secrecy.
- Every employee should have the right to subject a manager's decision to an appeal. Consideration of race, religion, political attitudes and union activities must not be permitted to enter into managerial assessments. Delay is the enemy of justice. We must have some proper means of correcting mistaken management decisions.
- Joan's appeal against being moved from his current job failed. With respect, you should never have granted his appeal. You should have been interviewing and warning Jones for the past three months. If what you say is correct, you'll now have to grin and bear Jones.
- Without such agreement, how could the following case be judged fairly? It really isn't any good having clear policies unless they are strictly administered. Appeal procedures are beneficial in other ways, too. By seeing how different managers behave in the various appeal situations that arise.
- appeal procedures discourage managers from making hastily or ill considered decisions about their subordinates. They assist in the training and development of managers. Soundly built appeal procedures have a great contribution to make to the running of all employment institutions.
- These films are based on the results of research carried out in the Glacier Metal Company Limited. There is one more in the series. I haven't got it yet. Good night, Mr Money.

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- In terms of can you do requisite gradually? I don't know how else you would do it. The most important part of requisite is the managerial leadership practices. It's about holding people to account for working with full commitment.

- Dan Smith presents a brief overview of how a project might go forward involving organization structure analysis applied to the information technology arena. The intent is to demonstrate how it is often structured and how the work of data analytics within the It arena is sometimes positioned in a way that makes it difficult for It to realize its full potential.
- The first step in an organization structure analysis is to overlay the organization structure on a template of levels of work. The analysis of this levelized organization structure gives rise to or makes possible the targeting of particular issues. Organization and technology innovation go hand in hand.

- In many countries many attempts have been made to find alternative forms of organization. Our effort must therefore be directed towards making hierarchies better able to serve social and psychological as well as economic needs. The greatest value I've derived from requisite organization is that it's one of the most saint making approaches to individual and organizational development.

- Yarra Valley Water is a company that provides water and sewage services to 600,000 homes in Melbourne. A Six Sigma group was put in customer operations, even though the intent was that Six Sigma would provide services all across the company. The company restructure and has implemented three key processes.
- I believe that Six Sigma is an extraordinarily useful tool. It's actually difficult to initiate in an organization because Six Sigma Black Belts are specialists. Trying to implement Six Sigma without using the requisite principles is unlikely to be very successful.

- The process is basically we form a hierarchy of roles. Then what you do is you compare people to the roles. We say we're attempting to measure current potential capability, not current applied capability. With those three processes as anchors, you get a real sound judgment.

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- Dunsite Engineering needs a reorganization. I've got a six part series on video cassettes. Will you look at them? No. Here, give me the helm or we'll never get back.
- The secret of high morale and efficiency is to have first class shop floor managers. But there is no shared concept of the term manager. Skilled work and boring work really don't exist. Those stemming from the lack of shared concepts and mental models.
- All human work includes the use of discretion in the pursuit of objectives and the carrying out of tasks. If people capable of using a high level of discretion are given work which requires only a low level, they will be bored. Most boredom is the result of misfit between personal capacity and level of work.
- A manager must have the right to decide who is most or least capable amongst his immediate subordinates. He must also have the authority to veto appointments to roles immediately subordinate to him. If all the answers to those questions are yes, then the role is a managerial one.
- First of a series of films on organization. Communications management by magic. How the Americans do it all better. Ideas in these tips are absolutely practicable. There's nothing revolutionary about it at all.
- The way in which we all behave at work is partly a function of our organizational environment. Random confusion in organization produces anxiety, hostility and antisocial behavior. If we want to avoid such behavior, we must be able to organize better.

- Jack asked us to reflect on our experiences and how we got into introduced into this topic and area. Steve had been sent off by an unnamed general to Big Sur, where he was studying to bend spoons, remote viewing. This is a true story. Truth is stranger than fiction. He's a great man and has made great contributions to the army.
- The values and the culture that underlie what I feel has been my responsibility as a commanding general. I am responsible for the actions of my command and everyone whom I touch my voice and decisions for what they do and what they don't do. It is from that emotional perspective that I've come to search for some rational way to make decisions.
- The Commander has the responsibility to have the vision and energy to make changes. And the CEO has a responsibility to find some rational methodology to do it. And I believe it is embedded in these concepts, self correcting measures.

- Amos: Think it'd help if they saw this tape. I'm not prepared for other people to see this stuff. How do you know they'll come? Well, come.
- From top to bottom of employment hierarchy, every operational role has these three same dimensions. But the higher up the hierarchy we go, the wider the knowledge required. If specialists have no explicit authority, then the tendency is for them to try to assume power over their operational colleagues.
- Three ranks of management. Each manager has a staff officer attached. There is a complex of relationships between BS, CS and DS. B and BS are therefore co managers of CS. A situation which will soon be rectified.
- If all operational managers two ranks down from the chief executive required and were provided with one type of staff officer. Whether or not certain dimensions of a manager's work should be externalized into specialist dimensions must depend on the circumstances. But relationships must be quite clear.
- The single T staff officer now has two subordinates separately accountable for process work and machine work, though neither of them are staff officers. If the idea is accepted that operational work has three dimensions and staff officers are appointed in each of them, then, because each staff officer is operating in a distinct dimension of work, a central point.
- Accountants employed in industrial and commercial hierarchies are another type of specialist. Their role is different from the staff officers I've been describing. In industry, accountants tend to attract unpopularity because their three main functions are not made explicit.

- There are two worlds. We try to impose our will on the physical world. And then there's the personal world, experiential, imaginative consciousness. Medicine today is very different to the way it was in the 40s. The world changes. What you see changes.
- There are four types of functions and we found that functions operate over four levels. Medicine in this situation is a specialized assessment function. At level three and at level four, we're talking about responsibilities for the medical function. Something that nobody but a doctor can deal with.
- In all three of the vertical functions, what you see is the nurse is at the top of their function. The doctor is moderately strong. How they're going to manifest in any particular culture, in any health system, will vary.

- What is it that Shell rooted itself in to make this journey possible? To move from a wonderfully, well designed 1970s model to a 21st century model. Theories in which we could ground our thinking and ground our decision making. Theory right down to practice requisite organization, cognitive complexity and time span of horizon yields paycheck.

- If these ideas are put into practice, Jock, they'll work for management, you'll see. But if the MD puts these ideas into practice there'll be trouble. And I cannot put off my appointment.
- An analysis of the power systems within which employment hierarchies work. Unless the situation is fully understood, joint policymaking won't feel real. The source of authority of a managing director is derived from three power groups. Any of these groups have the power to inhibit change and close the company down.
- Different groups interact through the chief executive. Factory managers are accountable to the managing director. Your union's policies through the local shop affect any policy I might want to introduce.
- Joint shop stewards committees are unstable. Negotiation, rather than majority voting, is likely to take over when issues arise. Every time one sees a committee constitution which lays down that members shall represent different groups of people with differing interests, then one has potentially an unstable committee.
- Simple negotiation occurs when unanimous agreement between parties is not necessary. Complex negotiation arises when all parties must agree. The most common example is in the employment hierarchy. If each group negotiates separately with management, that is where chaos starts.
- Is he asking us to give up the right to strike? No. Nobody could conceivably take away that right unless Parliament passed a law to that effect with severe penalties. A strike is a breach of the council constitution. One veto stops change.

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- Mark O'Mara: Come at this compensation thing from the point of view of entrepreneurial companies. Sometimes I work for publicly traded companies that are led by entrepreneurial leaders. What I've got here is an approach to felt fair pay that I use with these companies.

- The mining industry hasn't really provided context for society in the last 30 to 40 years. And so for us and so being a participant in our industry, I don't believe we've really sold our story. It's a responsibility we have as leaders is for us to set context or understand context in that social setting.
- In about four years ago, Australians and Canadians were confronted with a choice about going to war in Iraq. The discussion in Australia ended up being about supporting a friend. For me, that was an important place to start in terms of making change or introducing change within Inco.
- After doing a three month review of the operations in the business, we came back with and said, we think we've got our business model wrong. We introduced the concept of options. We'll position the business differently so we can make better decisions when the world unfolds in front of us.
- Inco's chief executive was able to talk to the why and where all the pieces fit together. One of the ways that we opened the conversation was comparing him to Genghis Khan. And for Scott, he could start to see results, improving things, changing strategy.

- Elliot Keen: There are strong implications about the future which go beyond just improving organizations. Keen: The foundations for true economic science have to be found in behavioral science, not in economics itself. He says the future of economics is the inside workings of organizations.
- All form of lives use these organical processes, which are four and only four. Think of a CEO of a financial holding planning whether or not to make a hostile acquisition of a company. All single cell creatures are declarative and so on. Why is this significant in humans and no other species?
- Harold Bloom says leadership is an exclusively human phenomenon. To create a good society, we need our genes plus a good system of constructive constraints. The bulk of social responsibility is in having good systems, Bloom says. That's where real corporate responsible social responsibility lies.

- Chris Capel is the designer and developer of the new globalro. org website. The new site runs off a content management system called Joomla. It has a much better navigation system and a completely new design. The videos have been converted from Windows Media format to Flash video format.
- Currently there's always room for improvement, but I would say right now it's at about a seven and a half. In three months I think we can triple that. I'm anticipating I'll need to put in 15 to 20 hours of work a month just on the marketing.
- In a year the 2009 conference will have taken place. We'll also have been selling those videos on DVD. By next year we will have paid subscriptions on the site. I would like to see in a year, unique visitors per month, around the 25 to 30,000 range.

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- Requisite organization hasn't been used extensively in the public sector. But it has been used in variety of countries in a variety ways. Ken Craddock has put together a bibliography of all of the examples from academics, from private sector, public sector, not for profit sector.
- There are some important differences in the public sector particularly and the not for profit sector for three reasons. The vocabulary in the context matters. You have to be able to understand and market a bit differently. If you don't understand that and take it into account before you start, then the advice doesn't really register very well.
- The steering of the society of the country is moving from government to governance. There's a drift from treating everybody the same to subsidiarity. My third message is about incorporating the sector. The concepts are really adaptable.
- If I listened carefully, I could deduce whether the person had the capability. I used it, and I hired people who were very good but couldn't work at that level. And the consequence was, in fact, excellent.

- There's risk inherent in putting together a pool of resources and trying to make sure that those match the needs of the business. We've looked at our people in a very special way as an employee owned organization. It's critical that the HR function be able to see the business and understand its support role.