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The following ten points capture the views and beliefs that influence the work of MCL Dynamics. Classical management theory, which is still to be found masquerading in many forms, if ever valid, or served a purpose, no longer does, and its time has past. Outside work we exist, and often thrive, in a world that consists of self regulating interacting dynamic systems, e.g., families, clubs, communities, etc. Organisations designed and managed as interacting systems, encourage cohesion, and create general competence; whereas functional hierarchies tend to fragment work, and are dependent upon specialists. Solutions developed to achieve business goals should aim to create the maximum feeling of well being for the maximum number of people. When in transformation an organisation needs aims, useful tools and the ability to adapt to emerging problems and opportunities rather than adherence to a fixed plan. Information technology on its own is not a solution it is a tool, and to capture, process, manipulate, communicate and store information are routine tasks. Information systems exist to serve, help and support people taking action in the real world. The accurate identification of essential information, and the design of effective information flows, are prerequisites for an efficient business. People may complain about the status quo, but it is not axiomatic that they will accept or embrace change. The development of competent leaders distributed deep and wide within an organisation, and particularly at “pinch points”, is essential to implement and sustain change. Most people can be imaginative, creative and innovative provided they are given the methods and tools that release their knowledge and provide them with a way to communicate without inhibition.
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