motivational analysis of organizations

■ Realize that Synergists may want you to increase the amount of time that you
spend with personnel in production areas instead of staff areas. Although this is
generally a good idea, there is still a need to take care of the administrative
aspects of the organization.
6. Administrators contribute most when organizations have entered a secure stage,
are financially successful, are developing broader markets for their products and
services, and are developing more complex internal structure. Administrators believe in
efficiency and in maximizing the financial side of the organization. To this end, they
stress perfecting management-control systems and tend to take the organization’s
products and services for granted. They are not effective in dealing with people. They
make decisions based on data and spend lots of time seeking “correct” answers. Under
Administrators, line managers lose power while staff gains it.
If you work for an Administrator:
■ Realize that he or she is more likely to reward you for conforming than for
creating.
■ Understand his or her essential need for administrative control and discipline.
When that control becomes stifling, you must help the Administrator to recognize
your situation.
■ Recognize who you are and what your ambitions are. If you always work for an
Administrator, you can develop the same characteristics, which may or may not
be the best for you.
If Administrators work for you:
■ Remember that Administrators are good at taking care of details; reward them for
that. Also help them to see the larger picture, direction, trends, and reasons. Keep
them in touch with what is important to the organization.
■ Help Administrators to see their jobs as serving those whose performance should
be enhanced by their systems: the Builders and Explorers.
7. Bureaucrats are most visible in diversified organizations, where primary
products and services are viewed as being mature “cash cows.” For Bureaucrats, growth
occurs through acquiring younger organizations and cost cutting. Bureaucrats confront
no problems that cannot be overcome through sound financial management and controls.
They place little emphasis on creativity and are more concerned with numbers than
people. Bureaucrats like written reports, and they cultivate the flow of paper. They seek
to increase autocratic command throughout their organization, often resulting in
overorganization, overspecialization, and a lack of trust between levels.
The Pfeiffer Library Volume 19, 2nd Edition. Copyright © 1998 Jossey-Bass/Pfeiffer ❚❘ 159