Federation, Washington, DC, and currentlypresident of AAF’s foundation. Equally interest-ing, Kathryn E. Johnson, president and chief executive officer of Western Hospitals and arecipient of the 1993 Key Award, claims that“Her team of staff and volunteers spent anumber of years repositioning the Health CareForum…to focus on creating healthier commu-nities rather than on addressing illness-basedcare”. They see themselves as “More of anaction-oriented think tank…[4, p. 124]. She toorecognizes her changing role for survival andsuccess in the 1990s.Charlotte St Martin, who chaired ASAE in1990-1991, says they worked a “back to thefuture” planning model. Members envisionedthe ideal future for their organization, and thenthey worked backward to create it”[4, p. 125].She says that “We also have to find ways toengage emerging leaders, who come fromincreasingly diverse backgrounds”[4, p. 125]. Inaddition, she says that she believes in multi-generational input; that is, she wants to hearfrom team members at every level of the organi-zation. According to George D. Kirkland, presi-dent of the Los Angeles Convention & VisitorsBureau since 1990, “Successful managementhas its roots in the willingness to look for what isbest in other people…”[4, p. 124]. Obviously,the people already at the top see the changingroles of leaders very clearly and are adaptingthemselves to accommodate those changes.
Choosing the right team members
Part of the process of restructuring into teams isto be able to identify the personalities of themanagers you employ. According to Pitcher[5],they are either technocrat, artist or craftsman.“Technocrats are described by their peers andcolleagues as controlled, conservative, serious,analytical, no-nonsense, intense, determined,cerebral, methodical and meticulous”[5, p. 48].Taken separately these terms could be a virtue;but when they are found in one person – youcan have trouble. Basically, technocrats prefer tothrow out the old, including employees, andbring in the new. “Give technocrats ultimateauthority and he or she will drive out everythingelse”[5, p. 50]. Most of today’s businesses arerun by technocrats who have surrounded them-selves with other technocrats. They focus onshort-term planning with immediate profits asthe main goal making true restructuring of theorganizational processes impossible. Bottomline, technocrats must be recognized so they canbe placed in benign positions where their talentsare enhanced, but without the power to removeor add team members. It is important to notetechnocrats are very important to the organiza-tional structure, as long as their power is keptin check. Today, a company comprising toomany technocrats is a company headed fortrouble.Next, we have the artists. The artist’s peersand colleagues describe them as “bold, daring,exciting, volatile, intuitive, entrepreneurial,inspiring, imaginative, unpredictable andfunny”[5, p. 49]. They believe in convincing thepeople around them to buy into their visionsand dreams; they never are middle of the roadwith their opinions; and people are either clear-cut friends or clear-cut enemies of the artists.The artists start off very ambiguous, but theirplans become clear through their activation. If at all possible, you certainly want at least oneartist on every team. The companies that recog-nize the artists for their visions and dreams willbe successful in restructuring the organizationalprocesses. At this point in time, however, theartists are losing out to the technocrats. Thisdoes not mean doom and gloom for these com-panies. It does mean restructuring of staff within them. More often than not, the artists arestill there; they are simply not in positions of power where their dreams and visions can bebrought to light. The companies which have thewherewithal to restructure their staff so theirartists’ visions and dreams can become realitieswill have a greater chance of survival to see theyear 2000.Last but not least, we have the craftsmen.These people tend to stay employed at one placefor a very long time. Consequently, they knowwhat took place many years ago and care verymuch about what takes place presently and wellinto the future. They have the experience, loyal-ty, assurance, continuity, and organizationaladhesive that generates trust, respect, and com-mitment among their peers. Employees will takethe long range view and make sacrifices after thecraftsmen enlighten them by explaining that thesacrifices are for the good of the company andnot just money placed into specific pockets.
38
Empowerment for the year 2000 and beyond
Nick Nykodym, Sonny S. Ariss, Jack L. Simonetti and Jean Plotner
Empowerment in OrganizationsVolume 3 · Number 4 · 1995 · 36–42
Leave a Comment