There is a universal and unavoidable tension in organizations between life at work» so difficult at times. Tensions exist within management and within employees, and these lead to two complementary Tree frameworks:and . This tension is what makes «
■ how an employee should handle
■ how management should handle .
The previous analysis generates these frameworks when we recognize relationship tensions inherent in . These tensions exist within two very different relationships:
■ individual employees to their employer (the organization) &
■ the management to the staff (all employees)
So there are two different tensions.
Thewithin the organization are shared to a considerable degree by both employees and management. By contrast, there is a sharp difference in regard to
■ From the management's perspective, the tension is about providing management in a way that delivers organizational goals. To achieve these goals, i.e. relate to and handle employees so that work gets done in the most effective way.
■ From the employee's perspective, the tension is about the responsibility you owe to yourself while being employed. to work in a way that simultaneously meets your own needs and management's expectations.
To repeat the obvious: Management cannot and should not try or pretend to look after an employee totally.
What do we glean from this map of «»?
● We note, but avoid focusing on, the numerous Groups within the Groupings. They tell us that we are modelling complex psychosocial phenomena, not simple elements of experience.
● We remember that each level/grouping is experienced and perceived as sharply different by management and by an employee. So the diagram represents two seven-level hierarchies, not one.
● We realize that the lower part, CG1-CG4, is work-focused and the upper part, CG5-CG7, is relationship-oriented.
The present task is to focus on the tensions which inevitably arise between management and employees in everyday organizational life. We have to map how the social order is handled and potentially changed. In this social order, neither protagonist, management (M) or employee (E), is primary. Neither can function without the other. As a result, we cannot develop the Tree for one and then simply adjust to the other as we did for achievement.
THEE dynamic duality.
The Tree (or ) is visible (horizontally) within CG1 in the diagram. That should clarify that the frameworks to be developed now are not about achievement or organizational performance as such. They are about handling «life» in employment.
The focus here is solely on work-based relationships, which are intrinsic to achievement. Do not confuse these with other relationship issues in organizations. These include:
■ There are power-based relationships that develop because staff form an enduring group. These may generate political issues: read more.
■ An employee may also wish to focus on developing interactions in ways that generate personal benefits more generally (i.e. not just in regard to work and career): read more.
■ Psychodynamic factors may generate emotional relationships based on childhood longings for nurture, intimacy and sexual gratification. The workplace also offers a natural opportunity for the Games People Play.
Our challenge in this section is to discover and name Centres and Channels formed by introducing relationship tensions to these intrinsic tensions in more detail.. The first step is to consider
Originally posted: 30-Nov-2011