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A modern team based structure

Motivation at work may actually have more to do with how tasks are designed and managed than with the personal dispositions of people who do them. 11 Hackman and Oldham



10th October


Teams, rather than traditional structures, create the conditions that motivate people. Many organizations today have policies, structures and management styles which perpetuate a work environment out of alignment with current employee needs. Past management practices and past leadership styles are still being applied, even though they are not in touch with the needs of the employees. Teams, rather than traditional structures, create the conditions that motivate people. 14


What do I do on Monday morning?


Starting with January the 1st, What do I do on Monday morning? lays out a template for performance improvement in sequenced and practical daily actions and advice. It covers the 10 essential components and systems necessary to optimize people performance and contribution. Each month we cover a different component and in October we are covering the component of organisation structure.


This week I am covering what to do on Monday morning the 10th of October to the 16th of October.


11th October


The overriding feature of the modern team-based structure is that it is designed around empowered teams responsible for autonomous outputs, rather than any functional or historical considerations. This structure is also characterised by the elimination of reporting levels and the simultaneous acceptance of additional responsibility by team members. Unlike the matrix structure, the teams and the overall structure itself is permanent. 15


12th October


Organizations used to be perceived as gigantic pieces of engineering, with largely interchangeable human parts. We talked of their structures and their systems, of inputs and outputs, of control devices and of managing them, as if the whole was one large factory. Today the language is not that of engineering but of politics, with talk of cultures and networks, of teams and coalitions, of influence or power rather than control, of leadership not management. 13 Charles Handy


13th October


Honda organizes by teams, not by functions. The team approach is used in everyday activity, not just on the production line. Each of the team members is multi skilled. Every team has a leader. There is no gap between labor and management ... Empowerment and ownership are real, not slogans. 16 Bill Creech


14th October


The advantages of a modern team-based structure include:


It is based on the sound logic of the core value-adding systems of the organization, and is therefore easily understandable (eg team 1 for process 1; team 2 for process 2 – the flow follows function).


The flat structure eliminates managerial levels thereby facilitating communication.


The total number of people required is usually fewer than in traditional structures.


It is the best structure for obtaining a clear definition of outputs, performance measures and targets; and for reaching the targets. This in turn facilitates workforce empowerment and job satisfaction together with technical results. 17

 

 

15th October


Quality control is one thing. People control is another. The first we all need. The second nobody needs. We do need new structures and a new attitude that, I hope, will take us further toward using the talents and skills of everybody. Times have simply gotten too tough for any company to allow even the slightest amount of talent or skill or knowledge available to go to waste. 10 Kerm Campbell


16th October


True ‘freedom’ is not the absence of structure – letting the employees go off and do whatever they want – but rather a clear structure that enables people to work within established boundaries in an autonomous and creative way. 12

Rosabeth Moss Kanter


What do I do on Monday morning? has been designed as a daily reference guide for improving the organisational performance of your business using the proven Sacher Associates systems. Published in Australia and globally it is now in its third print edition.


I have written this work not to teach people what they do not know, but to remind them of what they already know and is very evident to them. You will find in most of my words only things which most people know and concerning which they have no doubts. But to the extent that they are well known and their truths revealed to all, so is forgetfulness in relation to them extremely prevalent. M.C. Luzzatto


1

A great divide

Yet today, a great divide is evident in both the public and private sectors worldwide. Those organizations that are not creating a work environment that provides total stakeholder satisfaction are being outperformed by those that can.


3rd October


In the past, organizations could survive with poor work environments and without regard to employee needs or total stakeholder satisfaction which includes the satisfaction of worker needs. Yet today, a great divide is evident in both the public and private sectors worldwide. Those organizations that are not creating a work environment that provides total stakeholder satisfaction are being out-performed by those that can.To survive and thrive in the future, organizations have to be restructured in line with a better understanding of how organizations work, and redesigned to accommodate the changing values and rising expectations of employees.Organizations need to adapt to the changing values and expectations of their stakeholders. This means the successful implementation of the basic components of team performance. 7


What do I do on Monday morning?


Starting with January the 1st, What do I do on Monday morning? lays out a template for performance improvement in sequenced and practical daily actions and advice. It covers the 10 essential components and systems necessary to optimize people performance and contribution. Each month we cover a different component and in October we are covering the component of organisation structure. A diagram of the 10 essential components of team performance and the systems of which they are a part appears at the end of this article.

This week I am covering what to do on Monday morning the 3rd of October to the 9th of October.


4th October


Perhaps the most important principle on which the economy of a manufacture depends, is the division of labour amongst the people who perform the work. 1 Charles Babbage


5th October


You better be lean before you play these games. 3 Jack Welch


The purpose of organization structure is to provide a framework for achieving the predetermined long-term goals or strategy of the organization.Many organizations are structured in a way that no longer supports the business strategy. The structure often does not accommodate opportunities or deal with threats arising from the internal or external environment, nor does it adequately provide for the achievement of the organization’s outputs and targets. There is no doubt that organization structure affects the levels of performance that an organization can achieve in pursuit of its strategy. 2


6th October


Traditional organization structures, characterized by strict rules and procedures and repetitive and alienating work, do not meet the needs of today’s employees. Today’s employees need a unified sense of direction, autonomy, variety, feedback on performance, mutual support, respect and scope to develop. 4


7th October


Traditional command-and-control forms of organization that have predominated in twentieth-century industry are unable to respond quickly and creatively enough to meet the developing demands of consumers and emerging market opportunities: intelligent, networked forms of organization are needed. 5 Thomas Clarke and Stewart Clegg


8th October


There have been warnings of the many problems with the centralized, functionalized, matrixed approach – but they have gone unheeded in even the most astute management circles. 6 Bill Creech


9th October


The competitive advantage


Organizations that can provide a better working life for employees as well as producing a better quality product for external customers are holding the competitive advantage. The divide is evident in productivity, performance and, in the end, survival. 8


What do I do on Monday morning? has been designed as a daily reference guide for improving the organisational performance of your business using the proven Sacher Associates systems. Published in Australia and globally it is now in its third print edition.


I have written this work not to teach people what they do not know, but to remind them of what they already know and is very evident to them. You will find in most of my words only things which most people know and concerning which they have no doubts. But to the extent that they are well known and their truths revealed to all, so is forgetfulness in relation to them extremely prevalent.   M.C. Luzzatto

A sure road to failure

But what is a sure road to failure is when you focus on some one small part of the picture. 23 Joseph Juran

26th September


You want to sell something, so you try to put it in an attractive package or give it a name that has an attractive sound to it. I see nothing wrong with that. What bothers me is when 90 percent of it is package and 10 percent is substance.So it’s not a case that you do without these things that are offered. But what is a sure road to failure is when you focus on some one small part of the picture. 23 Joseph Juran


What do I do on Monday morning?


Starting with January the 1st, What do I do on Monday morning? lays out a template for performance improvement in sequenced and practical daily actions and advice. It covers the 10 essential components and systems necessary to optimize people performance and contribution. Each month we cover a different component and in September we are covering the component of systems and process which is part of the Technical system. A diagram of the 10 essential components of team performance and the systems of which they are a part appears at the end of this article.

This week I am covering what to do on Monday morning the 26th of September to the 30th of September.


27th September


The trick is to get the balance between having some relatively rigid systems that people will follow and allowing teams of empowered people the freedom to participate fully at the workplace. If you don’t have systems, two things happen. One, things fall through the cracks and product concepts and launches don’t go as they should. The second risk which is incredibly wasteful is that you reinvent the wheel, and you just don’t have the free resources these days to be able to afford that. 22 John Ballard


28th September


Look to manufacturers, if you want to provide good service. Manufacturers, not service companies, have the best systems. They should be your models. 24 Carl Sewell


29th September


The design or redesign of a system should involve those who operate the system, those who control the resources of the system, those who have a stake in the system, and those who have system design expertise or knowledge. 25 James B. Swartz


30th September


Management works in the system, leaders work on the system. 26 Stephen R. Covey


What do I do on Monday morning? has been designed as a daily reference guide for improving the organisational performance of your business using the proven Sacher Associates systems. Published in Australia and globally it is now in its third print edition.


I have written this work not to teach people what they do not know, but to remind them of what they already know and is very evident to them. You will find in most of my words only things which most people know and concerning which they have no doubts. But to the extent that they are well known and their truths revealed to all, so is forgetfulness in relation to them extremely prevalent.M.C. Luzzatto

An act of leadership

A decision by the head of any company, division, or department to systematize the business is in itself an act of leadership.

Monday, the 19th September


A decision by the head of any company, division, or department to systematize the business is in itself an act of leadership. Yet it is an easy, specific step to take – a concrete way of making the will to manage effective in achieving company success.

In deciding to systematize the business, the executive makes two commitments to himself: first, to maintain the will to manage; second, to devote much of his time to building, maintaining, articulating, and supporting the system and to making it effective in action. This means that he will have less time for day-to-day operational decision making. He will have to keep out of the details. He will be forced into a leadership posture. 16                                                                                                                        Marvin Bower


What do I do on Monday morning?


Starting with January the 1st, What do I do on Monday morning? lays out a template for performance improvement in sequenced and practical daily actions and advice. It covers the 10 essential components and systems necessary to optimize people performance and contribution. Each month we cover a different component and in September we cover the component of systems and process which is part of the Technical system. A diagram of the 10 essential components of team performance and the systems of which they are a part appears at the end of this article.


This week I am covering what to do on Monday morning the 19th of September to Sunday the 25th of September.


20th September


The utility of the systems concept to managing an enterprise may be viewed in terms of two elements of the manager’s job:


  1. He wishes to achieve overall effectiveness for his organization.
  2. He does so in an environment involving conflicting organizational objectives. 15                              Dr M. Kabat and M. Fielding


21st September


The primary efforts of leaders need to be directed to the maintenance and guidance of organizations as whole systems of activities. I believe this to be the most distinctive and characteristic leadership behavior, but it is the least obvious and least understood. 17

                                                                                                                                                                                        Chester Barnard


22nd September


The capable executive is master of his time. He systematizes his minutes .... In the long run, the most successful man is the man who gives the fewest orders. 18                                                                                                                                     J. Ogden Armour


23rd September


... too narrow a view leads to too narrow a range of solutions to the problem at hand. The manager who cannot conceive of an organization as a system in its entirety, who cannot think systematically about its human dimensions as well as its more tangible technical processes, and who is not comfortable in dealing with its abstract features as well as its concrete features will be limited to solutions that are concrete, familiar, and obvious. The manager who can figuratively step back and look at the entire enterprise as an interesting, multifarious, interconnected system can deal with its problems more effectively, manage it more effectively, and change it more effectively when it is in need of change. 19                                                                                                                 Karl Albrecht


24th September


System support: The best way to kill a management system is to violate it. The second best way is to ignore it. So the leader must support the system by following it himself and by inspiring and requiring others to do likewise. 20                                    Marvin Bower


25th September


... For systems thinking also shows that small, well-focused actions can sometimes produce significant, enduring improvements, if they’re in the right place. Systems thinkers refer to this principle as “leverage.” 21                                                          Peter M. Senge


This blog is dedicated to Mr Said Charles Kiwan, CEO of MVP TECH: While he may commit many acts of leadership, some doubts remains about whether or not he reads my blogs.

Blame fixing - the invisible germ!

....it is a point of view and one that attacks all of us like an invisible germ and distorts our outlook. It must be exorcised absolutely and completely, leaving no trace to multiply and reinfect us.5                                               Thomas Gilbert

 

Starting with January the 1st, What do I do on Monday morning? lays out a template for performance improvement in sequenced and practical daily actions and advice. It covers the 10 essential components and systems necessary to optimize people performance and contribution.


Each month we cover a different component and in September we cover the component of systems and process which is part of the Technical system. A diagram of the 10 essential components of team performance and the systems of which they are a part appears at the end of this article. This week I am covering what to do on Monday morning the 12th of September to Sunday the 18th of September.


12th September


As long as we personalize problems – think about them only in terms of who is at fault – we’re going to continue to have them, because the causes more likely reside in the system than in a person. Blaming people is a low-yield strategy for improvement; the biggest opportunities, the biggest leverage, lie in improving our work processes.11                                     Brian L. Joiner



13th September



What do Russel Ackoff, Edwards Deming, Joseph Juran and Peter Senge all have in common?


Performance improvement comes from improving systems NOT individual efforts.

94% - 97% of all improvement comes from system improvement – not individual efforts.


14th September


You have to take people with all their warts. And then, to make the system work, you have to discipline them a little bit. You have to say, “Okay, I don’t care how you grew up or what you are – here’s the way we’re going to run this ball club. And here are the plays. If you don’t like them, it’s going to show. By that time, you won’t have to get off the team – I’ll throw you off.” 13                                                                                                                                                                                        Lee Iacocca


15th September


We tend to blame outside circumstances for our problems. “Someone else” – the competitors, the press, the changing mood of the marketplace, the government – did it to us. Systems thinking shows us that there is no outside; that you and the cause of your problems are part of a single system. The cure lies in your relationship with your “enemy.” 12                   Peter M. Senge


16th September


One of the major reasons why strategies in organizations fail is because they are not in accordance with general systems theory. If we were to study the laws of nature, we would see that everything that endures is systematic. Everything that is disorderly or ad hoc, on the other hand, dies. In other words, order leads to more order, while disorder leads to chaos. So an organization, a department, a new system that is purposeful, organized and systematic will succeed; one that is disorganized and ad hoc will not. 14


17th September


No individual or team can solve a problem until they accept responsibility for it – or at least for those aspects of the problem that are under their control.This philosophy is very relevant in industry today because of an us and them culture, and the need to change from a security from the company or the union philosophy to a security through performance philosophy. Feelings of anger and betrayal must be dealt with before teams can get into a problem-solving mode.


When managers and workers concentrate on the 10 essential components and systems necessary to optimize people performance and contribution,then improvement is inevitable because these components cover the areas where the vast majority of performance problems occur.This overall philosophy applies specifically when implementing the 10 essential components and systems of team performance. 7



18th September


A bad system will beat a good person every time.                                                                              W. Edwards Deming



What do I do on Monday morning? has been designed as a daily reference guide for improving the organisational performance of your business using the proven Sacher Associates systems. Published in Australia and globally it is now in its third print edition.

 

I have written this work not to teach people what they do not know, but to remind them of what they already know and is very evident to them. You will find in most of my words only things which most people know and concerning which they have no doubts. But to the extent that they are well known and their truths revealed to all, so is forgetfulness in relation to them extremely prevalent.                                                                                                                                  M.C. Luzzatto

The 10 people systems essential to optimizing performance capability

I have written this work not to teach people what they do not know, but to remind them of what
they already know and is very evident to them. You will find in most of my words only things which
most people know and concerning which they have no doubts. But to the extent that they are well
known and their truths revealed to all, so is forgetfulness in relation to them extremely prevalent.
                                                                                                                          M.C. Luzzatto


What do I do on Monday morning? has been designed as a daily reference guide for improving the
organisational performance of your business using the proven Sacher Associates systems. Published
in Australia and globally it is now in its third print edition.Starting with January the 1st, What do I do on Monday morning? lays out a template for performance improvement in sequenced and practical daily actions and advice. It covers the 10 essential components and systems necessary to optimize people performance and contribution. 


Each month we cover a different component and in September we cover the component of systems
and process which is part of the Technical system. 


This week I am covering what to do on Monday morning the 5th of September to Sunday the 11th of 

September.


5th September


The systems approach


A complex system that works is invariably found to have evolved from a simple system that works. 4
John Gall


The systems approach may be defined in terms of five principles:
It is goal-oriented.
It is total-system oriented.
It is people oriented.
It is responsibility oriented.
It meets the desiderata of scientific inquiry.

                       Dr. M. Kabat and M. Fielding


6th September


A characteristic of all systems


A characteristic of all systems is the interrelationship of parts within the system. Teams are made up
of parts or sub-systems within larger systems; changes to one sub-system affect every other system.
Just as the human heart is a sub-system within the body’s physiological system, the finance plan is a
sub-system of the overall business plan. 5


7th September


The ten people systems essential to optimizing performance capability and contribution:


The Strategic Business Planning System

The Performance Measurement System

The Performance Management system

The Performance Feedback System

The Performance-linked Communication System

The Performance Appraisal System

The Technical System

The Strategic Human Resource Development System (Performance-linked Learning)

The Financial System

The Reward System


8th September


If each part of a system, considered separately, is made to operate as efficiently as possible, the
system as a whole will not operate as effectively as possible. 6 Russell Ackoff


9th September


Synergy


What is synergy? Simply defined, it means that the whole is greater than the sum of its parts. It
means that the relationship which the parts have to each other is a part in and of itself. It is not only
a part, but the most catalytic, the most empowering, the most unifying, and the most exciting part. 7
Stephen R. Covey


10th September


Focus on the majority


Organizations with consistent track records of success have systems which support consistent
performances by the large majority of their workforce. These organizations do not rely on the ability
of the outstanding minority, but rather build excellence by implementing systems which focus on
the competent, but not outstanding, majority. 8


11th September


Our weakest link at the moment is that we’ve been improving the processes we’ve got but have we
got the right process? The actual process is what happens when a customer rings up to get an order.
It goes to Joe Blow in Melbourne, it comes up to the plant and goes around all these steps. Is there a
way that we can cut out five of those steps and just go direct? How do we make that happen? 9

Ross Howie