There is this little thing in my back of my head which is constantly bugging me ever since the event took place in my work environment, some few hours ago.
The Director of the organization which i am employed, had made a sloppy decision to instruct my middle-line managers with some sets of new rules. This rules are made by him without giving considerations to the repercussion it will produce to other existing rules in practice. Such hasty and inconsiderate rule will backfire when it clashes with current existing protocols that have been practiced by my middle-line managers' employees, so far.
While i need not to indulge in depth to explain the nature of the newly and hastily constructed rule executed by the top highest ranking executive, it is suffice for me to bring upon the main subject to highlight to you readers the core objective of this very own write-up.
Personally, i think it was very wrong for my learned Director to exert rules that have not been discussed and weighted among the stakeholders of the organisation. If a rule is to be formatted and executed, first and foremost the proposal should be mooted among the relevant stakeholders, i.e. middle-line managers, first-line managers and not to forget the top-level managers within the department or the organisation as a whole.
Why this is so?
A strong rule is only made after, say a brainstorming session and then narrow down to selection of few best possible decisions and again funneled down to the best of the best rule. The characteristics of this rule based on 'meeting of several brains' carries salient points and they are:-
- All angles of other rules that are linked to this new rule are taken into consideration to avoid malfunction of that linked rules.
- The line of authority (LOA) reflected on an organisation chart would not have been abused. LOA is carved to create a systematic line of communication in the process of disseminating either top-down or bottom- up information flow.
- Professionalism in handling managerial tasks is preserved by adhering to the popular concept of Good Management Practice (GMP). Employees' self of belonging to a particular entity is pretty much mirrored by working culture preserved in that organisation they belong to, thus brings rise to the productivity level.
I found that 'meeting of minds' is the top essential issue that is lacking and this could very well be as a result of employing incompetent managers who are reluctant to embrace new changes in managerial and leadership skills.
