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• W341901058 abstract "The rapid pace of confronting leadership in businesses and organizations today represents no less than an all-out revolution. Many of them are so consumed by need to keep up with technological advances that they have little or no time left to seriously contemplate implications of such technology. Neglect has likewise fallen upon study and advancement of management techniques. This has resulted in attempted utilization of obsolete management theories in solving problems that were not imaginable only a few short years ago. New, more effective approaches to issue of management must focus less on specific techniques and more on general, universal ideas. My approach to this is built upon framework of tetrahedron, a simple geometric figure that is as powerful and intriguing as it is simplistic. Management philosophy of past was not perfect, but it was usually sufficient for most leaders and organizations to get by on. Following World War II, we naively assumed that tremendous success had by companies in America was largely due to management. As it turns out, that success was chiefly fueled by pent-up demand on part of consumers. The war years were a period of time when Americans had to do without many luxuries and pleasures. When war ended, Americans were ready for something -- anything -- explicitly or implicitly symbolic of living the American dream. U.S. auto makers, for instance, began producing bulky automobiles without serious regard for quality, economical value, or foresight of what was to come. Foreign auto makers, especially in Germany and Japan, turned their attention more toward building cars that lasted, were less expensive to maintain and operate, and geared-up to capitalize on upcoming shift in buying trends. Within a few years, U.S. auto industry would be forced to play catch-up. This unanticipated battle over market share left scars that are still noticeable to this day, as G.M., Ford and Chrysler still struggle to regain market share from formidable opponents like Toyota, Nissan, and many others. The major lesson which should have been learned: it pays to listen continuously to people's wants, needs, and tastes. People won't continue to buy a product that is inferior. They might flock to it at first as a consequence of sheer novelty, but brand loyalty in America is fading fast. Where it does exist, it is fragile at best. The idea that Americans are a fickle lot is pure myth. Shifts in American tastes, desires, and choices are easy to understand. Like physics phenomenon of quantum leaps, it is easy to say that such shifts will occur. The problem is predicting when they will occur and where they will land. The same issues that apply to consumer trends also apply to organizational and management issues, but years of complacency, followed by years of neglect and stubbornness have resulted in models of management that are difficult to tear down and replace. And larger organization, harder task becomes. Organizational infrastructures, some which were created decades ago, tend to be self-defending. They are not self-supporting. If anything, they are self-destructive. Ironically, a lot of people will invest much greater energy trying to shore-up crumbling corporate ladders than would be required to abandon them and rebuild on firmer soil. Metaphorically speaking, change is a word that elicits a fight-or-flight response from vast majority of higher-ups in America. At least majority of those that are middle-aged or older. The recent purchase of Time-Warner by America Online (AOL) is a good example of this. On November 17th, Steve Case, CEO of AOL sat on same studio set with Ted Turner, Co-Chairman of Time-Warner. They were both participating in a broadcast on topic of leadership. Less than two months later, Americans would be shocked to hear news of AOL purchase of Time-Warner. …" @default.
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• W341901058 date "2000-01-01" @default.
• W341901058 modified "2023-09-23" @default.
• W341901058 title "Organizational Dynamics and Success -- the Tetrahedron Principle" @default.
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