Laxity - Paradigm shift Needed

In an organisation, whether it is a registered Company or an NGO, it is crucial that key positions in the organisation must have Job Scope and Description for each employee.

Briefly, a Job Scope provides details about who the position reports to. It spells out the authority, accountability and responsibility of the person and the type of decisions a person can make and the kinds of decisions could be made in relation to co-workers. It is the big picture of the position and how it relates to the other positions in the organisation and to the community.

A Job Description however spells out the expectations and details of the job and how it is to be done. It outlines the job and provides information about procedures and processes he should use to perform the job.

A written Job Scope and Description should be given to each employee as it would define his roles, responsibility and accountability. Minimise any job duplication between the various employees. It would also enhance performance, team work, efficiency and productivity. It will avoid job misunderstanding and politicking.

Lately, I was invited to assess the performance of an Executive in an NGO who was suspected of tabling fraudulent account to its Management. In the midst of discussion, my assessment was that this Executive could not be held totally responsible for suspected fraud as there was no Job Scope and Description given to the Executive neither was there any rules or guidelines for the Executive to work within his responsibility in his day-to-day running of the organisation. There is thus a weakness identified here.

The job he was managing could have out-grown him and he was just doing with all that he could, to the best of his ability, but fell short of requirements and standards which was deemed "ok" when the organisation was small.

Laxity in management is possible when the organisation is "small" and manned by a few staff. However with organisation growth various challenges set in. Complexities arise ranging from staff's complacency, skill and knowledge gaps, outdated processes and systems. Organisation structure and support have not grown in tandem with growth.

Laissez-faire leadership will therefore have to be replaced with strong and efficient leadership style befitting the growth. Management must embrace job scope and description for each employee for reasons of responsibility and accountability. Clear Control Processes & Guidelines, relevant skills, knowledge, processes and systems must also be in place.

To be a High Performance Organisation it  must also empower staff in order to perform. Leaders must also be visionary, confident, passionate and lead by example.

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