Turning Goals Into Results : The Power of Catalytic Mechanism  

Oleh:

Collins, James C.

Jenis: Article from Bulletin/Magazine - ilmiah internasional
Dalam koleksi: Harvard Business Review bisa di lihat di link (http://web.b.ebscohost.com/ehost/command/detail?sid=f227f0b4-7315-44a4-a7f7-a7cd8cbad80b%40sessionmgr114&vid=12&hid=105&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bth&jid=HBR) vol. 77 no. 4 (1999), page 70-84.
Topik: power; catalytic mechanisms; creativity; motivation; performance improvement methodologies

Ketersediaan

Perpustakaan Pusat (Semanggi) Nomor Panggil: HH10.14 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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Most executives have a big, hairy, audacious goal. They write vision statements, formalize procedures, and develop complicated incentive programs -all in pursuit of that goal. In other words, with the best of intentions, they install layers of stultifying bureaucracy. But it doesn't have to be that way. In this article, Jim Collins introduces the catalytic mechanism, a simple yet powerful managerial tool that helps translate lofty aspirations into concrete reality. Catalytic mechanisms are the crucial link between objectives and performance ; they are a galvanizing, nonbureaucractic means to turn one into the other. What's the difference between catalytic mechanisms and most traditional managerial controls ? Catalytic mechanisms share five characteristics. First, they produce desired results in unpredictable ways. Second, they distribute power for the benefit of the overall system, often to the discomfort of those who traditionally hold power. Third, catalytic mechanisms have teeth. Fourth, they eject "viruses" - those people who don't share the company's core values. Finally, they produce an ongoing effect. Catalytic mechanisms are just as effective for reaching individual goals as they are for corporate ones. To illustrate how catalytic mechanisms work, the author draws on examples of individuals and organizations that have relied on such mechanisms to achieve their goals. The same catalytic mechanism that works in one organization, however, will not necessarily work in another. Catalytic mechanisms must be tailored to specific goals and situations. To help readers get started, the author offers some general principles that support the process of building catalytic mechanisms effectively.

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