Part IV.Today a lot of thinkers are talking, that Organizational structure is not flexible,he is more oriented to Boss, then to Client. The Guru\'s are saying, that most important is to build Vision, from vision you will get Mental model, from mental model - Organisational structure and, finally, Behavioural model. To create Vision is not for everyone, BUT EACH MANAGER CAN OPEN EYES;. Let's look which Archetype in Western management culture is creating main Mental model, which allow to build only one type of Organisational structure and from here Employees Behaviour? The part 1 is asking question is an organisation is spherical or pyramidical?

1. Part IV
1
1

2. OF FLOW
If we want to create solution or Vision
MANAGEMENT
- we need to agree what to change
to...
186 2
2

3. Why are managers inclined
to measure each
department or even each
employee separately?
This is since the pyramidical
view on the organization fosters
the belief that the longevity of the
pyramid depends on the quality
of its separate bricks. That means
it is naively believed that the
different organizational functions
act in isolation and that the sum
of the functions of separate
departments and efforts by
individually-taken employees and
managers determine the success
of the organization. Furthermore
it is thought the sum of these
efforts is equal to the
achievements of the organization.
3
3

4. “Divide and conquer” has
been transferred into the
modern business organization,
is upheld by all methods
based on allocating
“something” to a functional
unit: the Hierarchical
structure, Balanced Score
Card, ABC, Profit and Cost
centers and other methods for
allocating costs. Due to such
methods, a leader of a
pyramidical organization,
without realizing it him/herself,
runs it – or more accurately –
its departments and every
single member on the road of
the marginal individualization
and egocentrism of internal
competitiveness.
4
4

5. Localized, individual measurements “dehumanize” an
organization. Along with the men/flies, it also produces
“career werewolves”. Meanwhile career plans are based on
internal competition – those steps up the ladder in the
pyramid that blind all persons climbing up them. Competing
individuals do not associate with one another even under
normal conditions; thus they even become enemies during a
time of crisis when special solidarity is required.
Thereby employees become overly individualistic on one
hand while, on the other hand, as W. Edwards Deming
assures, employees and managers become a faceless mass
to the company’s top management.
Then all that’s left, as usual in Hollywood’s movies, is for the
lonely fighter – a leader – to grab weapons and battle with
the powers of the dark.
5
5

6. Is it possible to get by with the one base measurement
characteristic of Western management philosophy?
It would seem logical that a
company’s entire measurement
system is based on the effective
measurement of an entity – an
employee, a piece of equipment,
a product, a department and
such – at the operational level.
One side of the coin is that it is
characteristic for the Western
culture of management to have
numerous differing measures
for different departments or
resources. The other side is that
all the measurements come
together into one base measure
–the effectiveness of a
separately-taken unit of a ratio.
6
6

7. Every country should set up a
National Institute for Simplicity.
Edward De Bono
7

8. It is difficult for managers to see themselves in a self-
organizing system even if they are daily participants within it!
One of many successful, self-
regulating systems that people have
created is road traffic.
Numerous individuals comprise
the road traffic system, none of whom
follows any sort of hierarchy. They
have different levels of education,
knowledge, social statuses and
experiences. They all have their own
temperaments, ambitions, cell
phones and some of them even have
children riding in their cars.
How many traffic rules do all the
people out on the roadways
remember? They can probably
recall no more than a few – on
which side to drive and the
meaning of a stop light.
8
8

9. A simple
conclusion can be
drawn. Traffic
rules regulate the
flow of the traffic
process, not the
abilities of
different
individuals. At the
same time, these
rules are identical
for all traffic
participants even
for holly cows!
9
9

10. E. Deming’s organisational
structure
10

11. OSS OUT YOUR OLD navigational system. It may have been suitable for travelling b
NAVIGATIONALDeming’s organizational
SYSTEM,
land but it simply is not adjusted for the waterways. One advanc
warning – perfecting the system will not help, because its roo
have rotted.
E. Management of waterways, or the navigational system of proces
INCE NOW flows, was taught by a management genius from the United State
William E. Deming (1900-1993). This man’s greatness comes from
structure
teaching Japanese companies how to manage production. Deming
T‘S OLD - FASHIONED.
lectures to the leaders of Japan’s most famous companies did the
job. He attested that a hierarchical structure does not reflect th
logic of production and services process flows. Thus it is time t
change it. Today the Land of the Setting Sun even surpasses th
United States in production.
ow chart as per Deming:
11
11

12. There are two ways to travel – one by land and the other by
water. A select few choose one way, and the majority
chooses the other. Which one will You choose?
Meanwhile there are three main “flows of water”
in every organization:
1. Flow of information. In a company,
this is akin to the human nervous system,
which relates what the market needs and
how successful we are at servicing clients.
2. Flow of goods and services. In a
company, this is akin to the circulatory
system. Flowing blood, satiated with
nutrients, covers the entire supply and
production process – from the acquisition of
raw materials to the delivery of production.
3. Flow of money. This is akin to the
respiratory system, supplying the entire
organism with oxygen. If there is no money
in a company, there won’t be anything else
either.
Concentrate on managing these flows, and You
will accomplish the feats of the Vikings!
12
12

13. Profit, ROI -
Egocentric, internal orientation
Mngmnt Dream Team DDP, T/CU, POOGI
Suppliers Clients
Information - org. nerves
Product, services - blood
Money - org. oxygen
13

14. What does the management structure of
organization look like?
• It happens to be very simple.
• It’s the same as pictured by the Taoist symbols – Yin and
Yang.
• There is a Flow Manager, and a Manager Servicing the
flow.
• First assignment: manage the operational flow and speed
it up.
• Second assignment: analyze the reasons for flow
obstacles and eliminate them.
14
14

15. I
Perform the delegated divisional assignment
qualitatively, by the required capacity and in as short
a period of time as possible as per self-organization.
II
Allocate the remaining time for observing and
considering improvements regarding some
lagging, critical operation of the company’s
business (by employees) or regarding
the reasons for repeated
“fire alarms” involving
the lateness in serving clients
(by managers)
as per self-improvement.
15

16. From a self-organizing to a constantly self-improving
organization
Peter Drucker assures that, in our times,
management engages in integrating
people and it is deeply entrenched in the
culture. Managers in Germany, the
United Kingdom or the United States do
exactly the same only in different
manners. The difference between
Japan’s economic success and India’s
relative backwardness to a great extent
can be explained by the fact that Japan’s
leaders were able to plant imported
concepts on management into the
farrows of their own culture and make
them grow.
16
16

17. The formula to turn non-ferrous metal into
gold
Performed work = completed assignment
on time + invented and introduced
improvement
• Hitoshi Takeda, known in Europe as an
expert of Toyota’s secrets, is convinced that
the leader of every company who wants to
become a business magician, must adopt one
secret ritual, believe in it and manage under
its influence. “Today at the morning your
company is in its worst condition
compared to what can get done by
evening,” says Takeda.
• That could be the motto of an
organisation that is self-improving every day.
17
17

18. ULA Formula for
turning non-
URNING metal into
ferrous
ERROUS METAL
Gold
“This morning
your company
OLD is in its
worst condition
ork = completed assignment on time + compared
uced improvement
to what
Performed daily work = can get done
rmula is not enough if you want to get gold. The
nged for you to be liberated fromon time +
completed the Centurion by evening.”
The Eastern kaizen or “improvement” covers
invented + introduced
philosophy – from personal life to business.
Hitoshi Takeda
anager in any improvement
wn in Europe as an expert of Toyota’s secrets,
company who wants to become
must adopt one secret ritual, believe in it and
uence. “This morning your company is in its
pared to what can get done by evening.” says
otto of an organization that is self-improving
18 217
18

19. I
Every day measure the %
of orders executed and the %
THE SECRET BOOK of clients served appropriately
and on time.
OF FLOW
MANAGEMENT II
Every day track and identify the obstacles
impeding the speed of a flow.
III
Every day assess teamwork, not
assignments completed by individuals.
Thusly you will instill
a self-regulating mechanism.
IV
Every month discuss the major obstacle
interfering in a flow and focus entirely
on overcoming it.
186
XXV
187
Darius Radkevičius lecture
14
19

20. What’s left is to choose: which is better – the
Sun Tzu art of war or Wa harmony?
Pyramid and hierarchical management – complete with
all the consequential flows such as an orientation towards
short-term results, overproduction, environmental pollution,
anti-ecological mindsets and outright trickery? Or?
20
20

21. It’s hard, to
manage,
very hard..
21
21

22. What’s left is to choose: which is better – the
Sun Tzu art of war or Wa harmony?
• Pyramid and hierarchical management – complete with all the consequential flows such
Process flow management and harmony – production
as an orientation towards short-term results, overproduction, environmental pollution, anti-
only as amindsets andof replenishing what has already been used
ecological means outright trickery? Or?
to ease planning, lower overproduction and lessen
production overloads.
22
22

23. In conclusion . . . a Hamlet-type of question:
“To believe or not to believe?”
Since physicists
keep on asserting
to now that their
science is
impossible to
understand, then
everything written
here might be true
or untrue or it might
be true and untrue
at the same time.
23
23

24. You can order a book,
workshop, or lecture, or
just a dream at:
darius@versloknyguklunas.lt
+37069841027
 Darius
Radkevičius
Author of “God, Quantum physics,
Organizational structure and
Management style”
http://www.amazon.co.uk/Quantum-Physics-Organizational-
Structure-Management/dp/9955689234/ref=sr_1_1?
ie=UTF8&s=books&qid=1266446827&sr=1-1
24

25. www.god-­‐physics-­‐management.com
44
25