tag:blogger.com,1999:blog-7790648712079591257.post6643485715841272327..comments2023-12-25T02:28:46.982-08:00Comments on Strategy Musings: Corporate Growth and Collapse:A Competence-Conscientiousness Interplay?cb@strategyhttp://www.blogger.com/profile/08830361140191018158noreply@blogger.comBlogger2125tag:blogger.com,1999:blog-7790648712079591257.post-28801242722550958912009-01-10T23:58:00.000-08:002009-01-10T23:58:00.000-08:00I agree that leadership is the most important dete...I agree that leadership is the most important determinant of how this 2X2 matrix plays out at individual level as well as organisational level. But the leaders themselves can be analysed through this matrix. Yes, the matrix is simple but is an effective first pass filter. A company's HR department has the responsibility to watch for early warning signs as well as manage the process of migration across the quadrants. I appreciate the insights of Troglodyte.cb@strategyhttps://www.blogger.com/profile/08830361140191018158noreply@blogger.comtag:blogger.com,1999:blog-7790648712079591257.post-90137959810840954612009-01-10T05:38:00.000-08:002009-01-10T05:38:00.000-08:00It is an interesting analysis. One could argue tha...It is an interesting analysis. One could argue that it is an over simplification of human resource attributes in the organizational context. Nevertheless, it is helpful in the understanding of optimization issues in the ethics-efficiency debate. There are several related concerns that require some more clarity. <BR/><BR/>First, it is not easy to slot organizations in any of the cells of the 2x2 matrix without understanding the critical minima of individuals who would determine the outcome for the organization. In a temporal sense, transition of organizations from one cell of the matrix to any other can not be avoided. In some cases it may even be desirable if such movement is for the positive. When such transition does occur, what would be the telling signs or symptoms? What could be the early warning signals that would enable organizations to take timely steps to retain the core human resource who may tilt the aggregate towards the desirable mix of high ethical values (conscientiousness)and high efficiency values (competence)away from the lower values on both counts. <BR/><BR/>Second, the issue is complex because this macro mix at the level of the organization is not merely the arithmetic aggregate of individual value mixes. What is that 'extra' factor productivity possessed by organizations that goes beyond the simple aggregation of individual counts of ethics and efficiency or conscientiousness and competence? <BR/><BR/>In the two factor model suggested by dr c b rao, that extra could only be the outcome of interaction among individuals in an organization i.e. the outcome of transactions between the personality blend of competence and conscientiousness of one individual with the blend of other individuals in the group or division or vertical or horizontal functional delineations in the organization.And there would be several such transactions taking place simultaneously. What are the outcomes of such transactions? Often, the degree of competence or efficiency in one individual i.e. the intellectual capacity and skill levels would be accentuated and influenced by the experiences and competence of others individually and collectively. The reverse is also possible. Learning from peer group and superiors and even juniors, are made possible through the transactions of group dynamics. Even ethical values in others can often rub off. However, while for the acquisition of influences in regard to competence is possible from every other individual or group, the latter namely the conscientiousness can be imbibed more readily from superiors and peer groups rather than from others. This is why the leaders as role models are important in any organization. Unfortunately in each of the organizational failures that we have witnessed across the globe - why single out only the Indian ones - leaders have failed. Thus the third concern that one needs to address is the undue and disproportionate weight that the quantum of conscientiousness among the leadership in any organization carries in the outcomes and in the situation of organization in our 2x2 matrix. <BR/><BR/>Fourth, the transactions discussed in preceding paragraphs are not limited to interactions among those within the organization - human influences continue across the confines of the organization. Don't we learn from our vendors, our competitors, our distributors, our dealers, our advertising agencies? Ofcourse, we do. <BR/><BR/>Fifth, the role of education and a myriad other influences in society can also accentuate the imbibing of conscientiousness among individuals - but that is a broader issue and could be treated as a given because the external influences not peculiar or specific to an organization is equally so for other organizations in the economy or society as well.<BR/><BR/>(to be continued....)TROGLODYTEhttps://www.blogger.com/profile/03201030555342467023noreply@blogger.com