The World May Be Flat, But Organizations Shouldn’t Be
By Michelle Malay Carter on January 21, 2009
In my last post, I said all work levels have something to contribute to the organization.? When organizations intentionally structure themselves?to be flat, they tend to leave out work level 3.? When de-layering was en vogue, sometimes organizations cut too much, and level 3 was often the layer cut that should not have been. What […]
Filed Under Organization Design, Requisite Organization, Strategy, Talent Management, Work Levels | 2 Comments
Does Work Level Elitism Cost Lives? Covering All the Bases
By Michelle Malay Carter on January 16, 2009
In a study published in the New England Journal of Medicine found that when a procedural checklist was used in surgical operating rooms, death rates dropped by one half and serious complications fell by 36%. More Complex, Not More Important Using a requisite work levels framework, following procedures is the essence of the work at […]
Filed Under Accountability, Organization Design, Requisite Organization, Talent Management, Work Levels | 2 Comments
How Does Requisite Organization Integrate with Your Model?
By Michelle Malay Carter on January 11, 2009
I taught a public course, Introduction to Requisite Organization, last week.? Each time I teach this course, people ask me – How does this apply to X? (insert your favorite model)? My standard answer is:? Requisite Organization will inform your model.? How Can I Make This Bold Assertion? Because the two theory pieces which form […]
Filed Under Organization Design, Requisite Organization, Talent Management, Work Levels | 3 Comments
To Engage or Not to Engage? – A Work Level 1 and 2 Distinction
By Michelle Malay Carter on January 7, 2009
Happy New Year! Let’s start off with a concrete example of work levels and how understanding them can?help you as a manager?with employee engagement.? As we begin to work with clients, it takes a while for managers to fully grasp the distinctions between work levels, like a radiologist learning to distinguish the shades of gray.? […]
Filed Under Accountability, Corporate Values, Managerial Leadership, Organization Design, Requisite Organization, Talent Management, Work Levels | Comments Off on To Engage or Not to Engage? – A Work Level 1 and 2 Distinction
What Employees Want for Christmas – The Gift of Clarity
By Michelle Malay Carter on December 22, 2008
-A clear picture of their role, and clear assignments. -A role matched to their current cognitive capability level. -Accountability matched with requisite authority. -A manager who adds value to their thinking.? (aka has cognitive capacity one level higher than the employee) -Explicitly defined role relationships with others?as arranged by their manager.? Employees?shouldn’t be left to […]
Filed Under Accountability, Employee Engagement, Managerial Leadership, Requisite Organization, Talent Management, Work Levels | 5 Comments
Innovation at Work Level 1 – A Friday Fascinating
By Michelle Malay Carter on December 12, 2008
My post, Innovation Snobbery Is Not Serving Organizations, which started as?my response to Harvard Business online’s question, What’s Management’s Role in Innovation?,?is one of my most visited posts. Biased Expectations = Limited Potential My contention is that all work is creative and all humans are wired to work.? All levels of the organization are accountable […]
Filed Under Accountability, Corporate Values, Employee Engagement, Managerial Leadership, Requisite Organization, Talent Management, Work Levels | Comments Off on Innovation at Work Level 1 – A Friday Fascinating
Requisite Organization Introduction Public Course – January 7, Raleigh-Durham, NC, USA
By Michelle Malay Carter on December 1, 2008
For those of you interested in learning the fundamental elements of Requisite Organization, we’re having another public course.? Love to see you there! Quite a bit of what I write and rant is rooted in Elliott Jaques’ meta-model, Requisite Organization. On January 7th, I’ll be co-leading a short course on some of the basics of […]
Filed Under Employee Engagement, Requisite Organization, Talent Management | 2 Comments
Requisite Organization Resources – Talent Management, Accountability, and More
By Michelle Malay Carter on November 10, 2008
For those of you interested in Requisite Organization,?Don and Bonnie Fowke, management consultants from the New Management Network, are hosting a weekly internet radio show exploring various management topics and methodologies. Below are summaries of their last two shows.? You can access them here. Talent Management Don Fowke of Toronto explores how a talent management […]
Filed Under Accountability, Executive Leadership, Managerial Leadership, Requisite Organization, Talent Management | 4 Comments
The Employee Contract – Are We Buying Outputs or Renting Capability?
By Michelle Malay Carter on November 4, 2008
Expanding upon my last post on managerial accountability … when you hire an employee, my friend and colleague Herb Koplowitz says, “You are renting employee capability not buying outputs.” Herb helped write the FAQ section for the Global Organization Design Society which has just redesigned its website.? Check it out here.? It has a large,?free […]
Filed Under Accountability, Requisite Organization, Strategy, Talent Management | 2 Comments
Managerial Accountability Is Not Missing; It’s just MISPLACED
By Michelle Malay Carter on October 29, 2008
Last week I pointed you to an article by Samuel A.?Culbert, Get Rid of the Performance Review.? I thought it was well written, but I’m not in 100% agreement with some of his proposed solutions, particularly around accountability. Culbert says, “The alternative to one-side-accountable, boss-administered/subordinate-received performance reviews is two-side, reciprocally accountable, performance previews.” Performance Previews […]
Filed Under Accountability, Corporate Values, Employee Engagement, Executive Leadership, Managerial Leadership, Requisite Organization, Talent Management | 13 Comments
Subscribe in a reader