Process Centered Organizations II

In my last blog post we learned that jobs are bigger (more complex and meaningful) in a Process Centered Organization, hence people inherently demand more resources and support in their quest for careers.

In addition, the successful people in Process Centered Organizations soon realize that their contribution to others, no matter how small, fuels their own success which reflects the number of people they serve and influence. Let’s explore the consequences of Process Centered Organizations to people and culture.

Process centered environments are void of the word “Supervision” because managers are eliminated. The process worker has knowledge of the desired result and is held accountable for the result. Self-managed workers not only do the work, but make sure the work is done well with the desired result. Management is no longer a term for the elite, but becomes everyone’s mantra. The work has now become professionalized within your organization. Remember the word professional is defined as a cross between a manager and worker, one who both performs the work but is also responsible for its successful completion. In professional school, we all learned to get the job done no matter what obstacles or set backs we encountered. Tenacity, commitment, and foregoing instant gratification were paramount to achieve this result.

The professional responsibility of the process owner is to deliver the desired results by performing an entire process yielding those results. Key words are customer, results, and process. In contrast, a worker owning a job is one who does what he/she is told with key words of boss, activity and task. The work, behavior, and what is required of a process performer is in contrast to the worker with a job.

Professional employees within the process centered organization learn to manage their careers. These professionals are responsible for their growth in knowledge, capability and mastery. Advancement in careers is a function of handling more problems of greater sophistication. Process centering creates these professionals within the organization.

We have all heard business owners chant that they cannot find good workers when indeed, there are plenty of good workers within our grasp. These business owners want exceptional outcomes from workers with ordinary jobs. If your business does not support process workers (people looking after other peoples career), and you do not identify processes for your employees (review your organizational / responsibility chart), then you are wrong to anticipate extraordinary results.

I am reluctant to generalize, but there is a current trend in society that I refer to as the “How much” generation. Their focus is “How much will I get paid” if I consummate a given task. This may be easier to answer in a “jobs” culture, but in a “careers” culture it may not be so easy to answer. In the latter, or processed oriented environment, you are paid for the results that you produce or as much as you are worth. Worth is established after applying knowledge and creativity to novel situations. To achieve this, companies need to create learning centers, centers of excellence, and teach problem solving and critical thinking skills.

So now the question arises; does your organization support traditional pay systems of seniority, showing up for work, following the rules, being pleasant to your superiors and performing tasks? Or does your organization recognize people’s contributions to the overall success of the organization? For example; are you recognizing individuals for their contribution to the team’s success as assessed by the rest of the team and/or the overall performance of the organization? Again, is your organizational culture supporting jobs or careers and is it time to review the way you recognize the value of your employees?

More on careers, personal growth and job security in my next blog post.

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