9 indicators of an ineffective organization
In the ski instruction world, an unwritten law forbids teaching friends or family members how to ski. Professional Ski Instructors of America, or PSIA, the independent body of certification and education for ski instructors in the United States, often promotes the idea that “Friends don’t let friends teach friends”. This unwritten law is based on a series of expectations, and the inability of friends or family members to view the lesson experience objectively. These expectations, and the lack of objectivity, stem from personal relationships that trump communication, learning, and constructive criticism; all of which are necessary elements of successfully becoming a skier. For employees or leaders outside of the ski world to be successful, they must also be able to communicate, learn, and accept constructive criticism. Nepotism inhibits these skills, and should thus be avoided.
2) Good Old Boy Syndrome Waylon Jennings sang that the Good Old Boys were “never meaning no harm”, but according to Dr. Gwin, the Good Old Boys didn’t get where they are by being good. Good Old Boy Syndrome, otherwise known as cronyism, can harm an organization, because it impedes objectivism and promotes favoritism. It also allows for the promotion of workers based on connections and friendships, rather than merit. An organization that condones a Good Old Boy network can expect unskilled workers in prominent positions and disgruntled workers in other positions; both of which can hinder productivity, disrupt customer service, and diminish product quality.
3) Not Equally Equal Although the Equal Pay Act of 1963, originally signed into law by John F. Kennedy, denounced wage discrimination based on sex, the Bureau of Labor Statistic reported in 2004 that women’s salaries were only 80% men’s vis-à-vis. Not equally equal raises the issue of discrimination in the workplace. While examples of discrimination are certainly decreasing, some cases still present themselves such as Duke v. Wal-Mart and Bryant v. Compass Group USA.
The rationales for avoiding discrimination in the workplace are simple. First, your organization can avoid expensive lawsuits by avoiding discrimination. Second, your organization can avoid disgruntled (and unproductive) employees by avoiding discrimination. Third, your organization can avoid a bad reputation (and bad press) by avoiding discrimination. It’s simple: simply don’t do it!
4) Peter Principle Dr. Lawrence Peter and Ramond Hull, coined the Peter Principle in 1969 in their book about hierarchies, entitled The Peter Principle. In essence, the Peter Principle suggests that individuals in a hierarchal organization are continually promoted, so long as they work competently. Eventually, individuals are
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