{"id":4328,"date":"2021-12-29T13:39:41","date_gmt":"2021-12-29T12:39:41","guid":{"rendered":"https:\/\/systhat.com\/solutions\/personnel-development-and-corporate-culture\/"},"modified":"2021-12-29T13:39:53","modified_gmt":"2021-12-29T12:39:53","slug":"personnel-development-and-corporate-culture","status":"publish","type":"page","link":"https:\/\/systhat.com\/wordpress\/solutions\/personnel-development-and-corporate-culture\/?lang=en","title":{"rendered":"Personnel development and corporate culture"},"content":{"rendered":"\t\t
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Personnel development & corporate culture<\/h1>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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From a systemic point of view, organizational systems consist of three important pillars: the management system, which specifies the strategy, and the operational system, which includes the pillar organization with its processes, and the pillar people with their culture. All three are absolutely tightly interwoven and form a stable triangle. If only one leg of this tripod doesn’t work … if the tripod falls over, the organization doesn’t work. Since work organizations are socially complex systems, because there people, as intrinsically socially complex systems, work together in a process-like manner, there is no need to ask why we have to focus such a strong focus on the pillars of personnel and corporate culture …<\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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Our range...<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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„We work in yesterday’s structures with today’s methods on tomorrow’s problems, primarily with people who built yesterday’s structures and who will no longer experience tomorrow within the organization.“ (Knut Bleicher).
We want to support you so that all three systemically relevant areas – direction \/ strategy, functioning \/ organization and interaction \/ people – can develop together constructively so that change and continuity can function in their per se „contradiction“. Human, of course.<\/span><\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Starting point and objective<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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As humans, we tend to make generalizations. Because it reduces complexity, making things easier to observe and describe. And: Any „explanations“ can always be found with it, be it just an attribution of guilt. This is how we often function privately, this is how work organizations often function. Or because of that they don’t work. It quickly becomes „the bosses“ who don’t manage properly and only earn a lot of money, or „the systems“ that are complicated and keep us in the work flow, or even „the employees“ who do not perform as we would like. And there is no such flat rate for all of them. From a systemic point of view.<\/span> <\/span><\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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There is of course a management system whose task it would be to professionally carry out your „management job“ as a classic craft. Management versus leadership, almost the same question as chicken and egg. If not cybernetic (pre-controlling), the operational system (organization and people) lacks direction, as it organizes itself in a self-organizing way, as it is most optimal for the system. And that rarely coincides with the owners‘ demands for results. Effective managers know that your management job is precisely a craft (manus = hand, manus – management) that has to be learned how a craftsman has to master his craft. This is not about the fanciest smartphone, the most expensive car or self-directed leisure time on the golf course. The job needs to be done effectively by taking responsibility and making decisions. A company pays executives for this. <\/p>\n

Or the organizational structure and the process flow no longer match what the organization wants to offer its customers as the sole organizational purpose, adding value. Loosely based on the Austrian saying: „I want to, but I can’t.“ Then the target architecture should be defined there in terms of the output to be achieved (customer benefit), and where it does not work, it should be improved or changed. <\/span><\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t

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Or there is a harp in the system of people in organizations with their organizational culture. The cooperation is suboptimal. Internal quarrels characterize everyday work. The employees cannot and vice versa with their managers. The employees are not customer-friendly, the customers in turn „disturb“ the employees in their work. In short: As an entrepreneur you have the feeling that people are only called „employees“ in companies because you have nothing but WORK WITH them. Maybe you are right, maybe something is wrong with your feelings?<\/p>\n

With our numerous tried and tested methods, processes, inputs and, above all, experience, we would like to help you, as the person responsible for the system, observe, describe and improve or change your system. The list of support services is long – we’d be happy to talk to you about it in person. Listed as an example, we contribute …<\/p>\n