Thursday, 3 November 2016
Tuesday, 11 October 2016
Thursday, 29 September 2016
Thanks you all for your stupendous response to my last Article “PEOPLE Vs PROCESS - A MYTH DISCLOSURE -Entrepreneur Training Volume – 1” and I know the reason that most of all been there with an assumption towards making a choice between People Vs Process.
Trust me I have been there
In this article I am going to pony up some more disclosures on Process vs People “PEOPLE Vs PROCESS - A MYTH DISCLOSURE as a part of Entrepreneur Training.
If you are visiting this article at the first time, kindly check my previous Article" Volume-1" http://bit.ly/2dBscpp
In my last article I have defined /Given intro on People Centric and Process Centric companies and how it functions. In this article I ll be explaining the Process centric companies benefit over People centric companies on the basis of data management , Management Focus Area and Departures of Employee effect.
Data management is the key to achieve a process, either through tools or simple documentation.
This post proposes that the act of documentation and creation of project artifacts is a symptom of a bottleneck in the value chain.
I live in the land of client / customer services, where every project involves a new set of stakeholders, participants, audience types, and overall business objectives.
While we can all appreciate an expedited process, it is not a system that can support long-term complex client projects.People centric companies have a tendency to assume documentation is a waste of time greatly devalues the importance of clarifying important issues and goals in writing.
Documents can be exciting, inspiring, and creative forms of expression. Documents can be "living" data, intended to be evolving road maps that can empower a client team long after the vendor has left and the project deliverables have been handed over. Documents are often the foundations that survive the longest and inform the next iteration of thinking.
This paper trail will also serve as reminders to new members of the team who come on board mid-project and need to catch up. It's a reality that teams will shift, and the last thing you want to have to do is backtrack because a new VP of communications is hired.
Additionally, documentation creates trust. We've all sat through great meetings only to see good ideas forgotten, see tasks fall to the wayside, and get stuck in those frustrating loops of "well ... we talked about this, so I assumed it was going to happen." Documentation sets expectations, provides clarity, and creates safety nets”.
It prevents vendors from talking a great game but playing "dumb" when it comes to the deliverables. It provides a sense of accountability, and it gives teams something to cross check against when some time Client claim “That supposed to be understood”
We often can't see something clearly until it is clearly written out before us. Perhaps the problem with documentation is the tendency toward wasted words and ineffective thinking? I suspect the issue is not with documentation, but with the types of documents being created for the purposes set in place or the kind of people involved in the Process.
Process centric companies know the important for documents but the People Centric Company feels its waste of time “im too busy to do my job what I am doing”
People Centric companies spend most of their time to manage their people, rather than getting best of service through the tools and process. Management would be easy if everyone you managed were hard working, collaborative, and had a great attitude and exceptional talent. But then it wouldn’t be management. It would be sitting around doing little while legions of highly motivated people worked happily and diligently. The reality of course is far different. Simply put, some people are easy to manage and others are hard. And “hard” takes many forms. Some are talented but not collaborative. Some are collaborative but not too talented. Some are too aggressive and others not aggressive enough. Some are well-intentioned but high maintenance, moody or easily distracted. Some are just plain difficult. And so on. You get the idea.
So how do you manage this challenging subset of the broader employee population? Personalities being variable, individuals need to be managed individually, but there’s still general guidance that can be provided. In that spirit, here are six tips for managing people who are hard to manage.
Accept that management is an inherently complex and difficult job – Don’t fight it. Don’t waste time and valuable mental energy wishing it weren’t so.
People Centric companies spend most of their time to manage their Services. The main drivers for a company to establish or optimize its service management practices are varied and the main advantage are listed below;
High service costs can be reduced, i.e. by integrating the service and products supply chain.Inventory levels of service parts can be reduced and therefore reduce total inventory costs. Customer service or parts/service quality can be optimized. Increasing service revenue and customer satisfaction. Reduce expediting costs - with optimized service parts inventory, there is no need to rush orders to customers.
In People centric company, most of the time to keep the importance of them on high note. The so called important employee ll not share all the information across the board so the departure ll be painful to the management since nobody knows what he/she did.
But in process centric company, every details will be transferred transparently across the department, so the departure ll be easy.
Final Volume -3 ll be published in another couple of days and list out crucial other set of effects of Process over People. Thanks!