A company that I found that reflects both Morning Star and
St. Luke’s image is a company called Triple Canopy Inc. Entertainment Close-up
(2014) states that Triple Canopy Inc. is a global provider for security, mission
support, advising, and training services. They had just recently went into an
employee stocked ownership plan (ESOP) in which employees shared stock and
ownership of the company. Professional Services Close-up (2014) state that 80%
of their employees are former military members who bring back grounds of
special operations, law enforcement, program management, and security force
management. (p.1) Morning star does away with managers controlling the
organization’s progress of production. Hamel (2011) discusses there is nothing
wrong with the management process, however, “The problem isn't the occasional
control freak; it's the hierarchical structure that systematically disempowers
lower-level employees.” (p.49) which is pretty much how I see management in my
organization.
In my organization there is a standard structure that has
been around since the Army was first established. With a top head structure
leading all the way to the bottom. Being able to freely do what you need to do
as a leader is something I wish I can experience at least once in my
organization. There are too many political and bureaucratic decisions being
made which trickles down to the lowest level. If we were to adopt the concepts
of Morning Star and St.Lukes I believe that we capable of controlling things at
our level. Of course it may be different in a time of war because of
restrictions on a global scale but what we can do at home will definitely allow
freedom of movement to meeting the intentions of the overall mission given to
us taking away the micromanaging of some leaders we experience today. Hamel
(2011) states that the employees from Morning star differentiate what it was
like working with other employers and comparing it to Morning Star. They
discussed that they are able to take the initiative, more expertise, more
flexibility, and more loyalty. (p. 56)
The one thing I know my organization can use moving forward
is unlocking potential of its employees. Coutu (2000) states in reference to
St. Lukes, “But here, we repeatedly ask people to go where they have never
been. Our employees must take nothing for granted; they must peel away all the
levels of their personalities to become who they really are. That's
frightening.” (p.144) That is a (good) scary thing to have in your arsenal for
your organization because of the output that comes from the employees. Some
encounters I have experienced within my organization is that some superiors,
peers, and even subordinates try to undercut and sabotage an individual for
their personal benefit which eventually leaves negative performance ratings
from the individual. Having freedom to move around and experience different
avenues in the workplace will be another thing I would like to take with me to
my organization. Hamel (2011) states “If people are free, they will be drawn to
what they really like as opposed to being pushed toward what they have been
told to like," says Rufer. "So they will personally do better;
they'll be more enthused to do things." (p. 53) I know that this will be a
difficult feat to produce in my organization especially with the history it
strongly carries, but these examples that I have presented is what I believe
will make my organization run more fluid and smooth.
References:
Coutu, D. L. (2000). Creating the Most Frightening Company
on Earth. Harvard Business Review, 78(5), 142-150.
Hamel, G. (2011). First, Let's Fire all the Managers (cover
story). Harvard Business Review, 89(12), 48-60.
Triple canopy introduces employee-owned company. (2014). Entertainment
Close-Up,
Triple canopy tapped for military times' best for vets:
Employers 2014 rankings. (2014). Professional Services Close-Up,
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