Creating a proactive culture in the organization
Author: jaime menor jr
There are a number of models of change each describes the process through which organizations successfully change their business practices, their organizational structure, or their organizational climate. The models of change which I will be discussing in this article is the focus in Leaders’ quality to be proactive, not reactive.
In relations to current developments of leaders in decision making, it is interesting and even a bit ironical that at the very time when leaders learned and already built a reasonable and empirically verifiable rational human decision making with the use of statistical decision theory, credited to Neyman and Pearson and to Wald and others. The idea of representing possible future behavior as a tree with a number of branches radiating from each choice point, so that individual can select the appropriate branch to follow is an old concept being traceable in late 18th-century publication. Perhaps an attitude that is so common to chess players and psychologist who have run like rats in a maze.
That theory has helped manager develop a more advanced approach by creating a holistic approached on a situation they were in. In this process being a proactive is a must quality of all leaders because of the advent of unstoppable trend of globalization brought by Internet which made the world shrink due to vast access of people with the use of modern technology just imagine the GPRS, GPS, and an Internet access in a handheld device where you can browse the world wide web instantly.
In this regard, leaders should put their focus on the organizations objective, what it is they want to do, what is the purpose of their thinking, and what their want to achieve. Their Focus should have a purpose just like normal management thinking on defining what are the problems concurrently and defining where the organization is going. But how is that, the answer lies in the difference between reactive and proactive thinking, one good practice of doing the purpose focus is to have the employee’s handbooks reflect the policies of the organizations in expectations, routines, and procedures rather than rules. The fact that all organization needs varied rules to function well but all stakeholders need clear guidelines about what is expected of them and how they can access the system by understanding the routines and procedures that allow the relationships to function without negative confrontation and conflict.
While leaders need to set harmonious relationships they also need to set strict, specific and detailed expectations/targets, routines, and procedure in order to create a culture and climate that reduces serious acting out behaviors of their subordinate.
“Expectations, setting specific targets, routines, and procedures give employees the opportunity to produce results without hurting their ego when they penalize for breaking rules or not meeting specific targets. It allows for a culture of proactive intervention without running the relationship between the leaders and their follower.”- Jhmenor