In a TRADITIONAL organization management was responsible for monitoring and checking work of subordinates, i.e. checking on efficient levels of ‘inputs’… raw materials, staff time, use of capital equipment and monetary budgets. In an ENTREPRENEURIAL organization the focus shifts to prioritising activities, allocation of resources (time and money) and particularly the effective ‘purchase’ of optimal talent, expertise and services. The assessment of ‘outputs’ is now the primary focus. WHY… as modern markets move towards more varied product and service lines (e.g. Dell Computer) there is a greater need to combine more types of specialization and expertise.

Also in a TRADITIONAL organization the focus was on delegation of duties within traditional bureaucratic structures where each member knows his or her role and 1+1=2. Conversely in an ENTREPRENEURIAL organization our duty is now the selection of individuals and project teams to balance talent and creative output where 1+1 needs to = 3, 4, 5 or more.  WHY… the trend towards projects rather than long term jobs and the modern customers desire for the purchase of the innovative solutions.

A good place to start checking where your organization stands today is by reviewing current position descriptions to see if they reflect the way it was… or the way it now needs to be.

DO OUR MANAGERS REALLY UNDERSTAND THEIR ROLE IN OUR ORGANIZATION?

Ric (orglearn) **Link for direct page viewers return to main career success blog to check out other posts!

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