⾃⼰管理 - じニかんり
What is Jiko Kanri? In short, it is the art of self-management by organizational units to serve the general aims defined by the management in a way using available resources most efficiently. This style of business management is a preferable solution for larger companies. Where the staff increases in numbers, the Jiko Kanri method may support can prevent an enterprise from turning into a bureaucratic and anonymous institution that will be in danger of having blind spots and of losing its overall direction.
How to do it?
➢ General aims and goals clearly defined by the Senior Management
➢ Tasks developed to support the general aims and goals
➢ Enable organisational units to self-organise in order to contribute the most favourable individual results
➢ Short term results make sense when put in context with the general aims and goals
➢ Strong communication bridges between the management and the organisational units
➢ Constant review and improvement by Hoshin Kanri practices.
方針管理, Hōshin Kanri, engl. „Planned Management“ involves all management and executive units inside an organizational structure within a cascading administration and control processing. The overall idea is to have both, vertical as well as horizontal review and communication bridges to synchronize on an ongoing basis all tasks, strategies and planning in order to remain focused on the general aims and goals defined by the leading management. The idea is to give more responsibility to each unit as the executive individual is aware of the resources available and can compare with those required.
The cascading process can be broken down into four stages:
My Spiderweb Director
a full new understanding of the internal organisational structure
The danger of having blind spots:
The larger an enterprise becomes, the more staff is recruited. At some point, the Management will lose ist touch with the individual employee. It becomes less and less a given to have close bonds with staff members as hierarchy and communication channels elongue. In addition to that, the company becomes a ship that sails by itself, without setting courses.
Employees in smaller enterprises with flat hierarchy levels and easy communication between the single employees are flexible and can react instantly to all challanges that arise. Within a larger company, the individual employee is more and more cocooned inside his or her job role and works without any connection to the company‘s goals and misses the idea of having his or her efforts making an active contribution to the company's achievements.
Mavericks VS Team Workers
Successful Human Resources Management implies to recruit the candidate suited best for a specific job role. Hence, a company posesses specialists in individual roles and holds the highest expectations for best performances. However, a specialist must undergo a constant improvement and development process in order to remain fit for the challanges he or she will face. Be it by professional training or education. Within an internal organisation that favours communication among individual organisational units enables a direct transfer of knowledge, synergies and joint efforts. Individual units obtain an understanding of each others‘ job roles, the tasks and responsibilities thereof as well as of the requirements for ist best performance and how mutual support can be implemented in day to day reality
In 1962, US President John F. Kennedy asked a floor cleaner at Cape Canaveral: What are you doing here? The cleaner responded: I‘m helping puttin‘ a man on the moon, Sir!
The above example illustrates how even a small organizational unit inside your enterprise still understands the overall direction and is fully aware of the fact that his or her single contribution is required to support the achievement of the total and overall goals and aims of the company as defined by the Management. Where a Management follows a clear vision, communicates that vision and where staff understands the significance of his or her specific tasks and how the optimal result will contribute to the success of the enterprise. This challenges each specific staff member to develop strategies, also by leverage in the form of teaming up with other colleagues, to use the available resources in the way most optimal and most efficient.
So what are the benefits?
1. No blind spots. Every employee, be it management unit or executive unit, is fully aware of the overall direction of the enterprise.
2. Units in the internal organisational structure are able to use their own resources efficiently and to develop strategies for contributions to the overall goals of the enterprise.
3. A synchronised work flow and an intense communication to avoid unnecassary waste of time, energy or other items in order to achieve best results. The management reviews the company‘s goals and corrects the course where needed.
The author of the lesson: Corey Leonardo Borgert, Head of the Compliance Department at Aquilla Nummus Ltd / AMLCO, Cyprus