Culture Breathes from Human Resources
Corruption Expands and Whistle Blowing Collapses through Fear-based Management
To cut short the question of the law of retaliation, we must note that even in its primitive form it can operate only between two individuals of whom one is absolutely innocent, and the other absolutely guilty. The victim, to be sure, is innocent. But can the society that is supposed to represent the victim lay claim to innocence? ~ Albert Camus
If you are building a culture where honest
expectations are communicated and peer accountability is the norm, then the
group will address poor performance and attitudes. ~ Henry Cloud
Within most enterprises, decision making authority is hierarchical based and not process based. This is the western management paradigm that management consultant W. Edward Deming often admonished in his writings and presentations. Such a paradigm is a management by fear, whereby the abuse of position and power corrupts and undermines a productive workplace, discourages whistle-blowing and process improvement. The paradigm facilitates hazardous workplace behaviors, such as, harassment, bullying and mobbing. Deming’s contributions and methodologies have been mostly relegated to the quality management arena. However, the broader scope of Deming’s quality management philosophy, the System of Profound Knowledge, encompasses the expansive mechanization's of organization productivity and efficiency. In general, quality – what is delivered to customers - is the central objective of any business enterprise. The principal areas that management needs to be attentive of in Deming’s System of Profound Knowledge are the understanding of systems (systems thinking), human psychology, variation, and acquiring knowledge about processes used for the products or services offered. Essentially, Deming saw organizations as systems whose output is quality. It is through the management of the system that delivery of quality products and services can be optimized. The axiom that every decision is a risk translates to the greatest risks to any enterprise are how decisions are made. How decisions are made is the foundation or any organization culture. The organization culture is really what differentiates any one business enterprise from another. Even with unique products or services, there are many different ways to manage the throughput from order to delivery which has direct consequences – positive or negative – to stakeholders. An organization culture is the sum of its values, interactions, behaviors, beliefs, and attitudes. When people work closely together on a project, individuals tend to take on group values that without oversight and control group values can be substantially different than proclaimed core values of the enterprise. Individuals within an enterprise, or a subset group, often compromise their own values in favor of those held by the social group that they work within. Therefore, an organization’s real composite values are a primary determinant of culture, employee satisfaction and business performance.
Ruth Mayhew articulates that the Six Main Functions of Human Resources Management are: r