4 Dimension of Management

Alternative Solution to the Organizational Crisis & Economical Turmoil

th

Dr. Ahmed Mukhtar,

Kingdom of Bahrain March 2009

Presented with GODs Blessings to Soul of His Excellency Dr Ali Abdulla Al Khalifa, Ex. Commander Bahrain Defense Force Royal Medical Services, Kingdom of Bahrain. His Thoughts and Vision That Engulfed In This Article

Index
Title Beginning of New Era Management Concepts Globalization & Organization Management Practices Concept of Organizational Spirit Management Basis of Definitions & Characteristics Definition of Spirituality in Organizations What is Organization Spirit Leadership & Spirit Management Strategies & Organizational Spirit Management Tips for Successful Strategic Planning Seven Management Planning Tools & Spirit Management Organizational Strategy Implementation Strategies of Organizational Spirit Management - ! Compliance Systems & Strategies for Organizational Spirit Management Implementation Strategies of Organizational Spirit Management - II Helpful Practices Building Spirit 26 26 30 31 Page 4 8 8 9 11 16 17 18 18 19 22 22 23 24

Beginning of New Era In my web-site www.ahmedmukhtar.com - is no longer active - as I kept my articles through conferences and training seminars and workshops, I started the articles following September 2003 New York incident; I have been digging the integration of such eras for Organizational Development (OD). The global economic turmoil enhances my previous management agonies that we do need new management conceptual frameworks despite that if finance and economic are the causes, management process of these two are integral to a holistic picture of business, finance, and economic of both private and governmental sectors. The current global economical turmoil exploited how much our finance system is weak and fragile. The fact that finance and management systems within organizations are integrated and interrelated brings to our attention that management system is also responsible for such global and economic catastrophe. This is a sign that presence of such finance and management structure, systems, processes, policies and operations could result of repetition of severe global catastrophe in future. In this regard the governments, organizations and corporate are desperately working for new global and local finance structure. The question comes what about the management system and structure? We usually fail to recognize the natural abilities of our team and individuals. We do have to look for the source of the whole wheel for our organizational development (OD) that is behind our management concept as whole. The fact of the three basics management domains, finance, environment and social are not only the frameworks that encompasses the organizational management is understood by several other factors being which were not placed under clear domain shaping an incomplete picture of our whole management understanding. Therefore our management concept is moving on three legs rather on four or more. Several authors and experts pinpointed and studied such factors and spirit management is realized as integral part of management. My intention is to keep most of those factors and parameters in a new domain as spirit domain. Such ignorance of these factors and spirit management domain as the fourth domain of organization due to severe management deficiency of some major parts of its contents that resulted in break down and falling a part of major economic, political, finance, and other sectors as seen in most of management, and economical crises affecting all levels and categories of business and public sectors. High fuel costs. Weakening demand, subprime mortgages. Meltdown, credit crunch, bailout of investment firms and banks, stock prices down, recession, depression fears, etc are the major concerned in current situation. The current incidence is part of continuous cycle of such events in this century, while being severe it is not the end and it is the first. This shows how our economy and international

policies are deficient and there is a need for urgent reform of our finance and economic structure. A look upon all these is the management concept that controls and runs such system locally and internationally. In one world we need to look at our management system and concepts deeply and root reform is needed. There is turbulence and uncertainty throughout the global economic system. We do need short and long term solutions. While short solutions require immediate actions to stabilize our organizations the long term are solutions are the integral part of organizational growth and stability. Current situation requires bold move in our management and economic system for some organizations. This is the time that the management consultant to look at their holistic approach needed to help organizations to move beyond the current management system to a new era of the four management domains; Finance, environment, social and spirit. Cash flow generation, general operations status, access to capital markets and rollover financing, commercial properties market outlook are some of economical status but all require a comprehensive management solutions in implementing, tracking, controlling and assessment to reform and select proper systems and solutions. We need to keep managements prudence and capability in a crystallized picture. There is no one solution to our economic and management chaos and we do have some systems, methodologies and strategies to evolve and gather handy results. If Toyota, the architect of lean thinking is affected and other giant international companies affected is to the global management lack of enough policies, systems, strategies and no management concept alone can give the right remedy. Our management consultants have to come to the scenes and work globally to give such support. Financial crises can originate in an industrial country, being with best infrastructure and economic policies in place, but financial standards did not tolerate such typhoon. The second is that a crisis in a systemically important country will project its impacts everywhere: giving it more of a regulatory, supervisory to our governmental and international organizations have changed our look at the financial and management systems. Global economic and management governance are needed. All these show we do lack an integral part of our holistic management domains. Change management needs strategic reform and building domestic demand which is pushing the economy within our organizations need to be reformed, and ask ourselves what is lacking behind our current management systems. We do need awaken and visualize our management concepts. China's role has made us to rethink about the success that China has made in the manufacturing sectors. The cost effectiveness has prompted the Western conglomerates to shift manufacturing bases to China, in order to remain competitive in the global market. This does not mean that China is going to be immune in such economical events in future but we do need to take deep look at the some countries economical culture that is behind such development. Do we need stick or by carrot!

Transformation leadership will play the most important role to generate confidence in the mind of the stake holders. Organizations have to be revitalized, rejuvenated and it requires a well thought after balanced turnaround management process. There are several management looks and concepts such as Blue Ocean strategy which was formulated by the Insead Business School Professors Kim and Mauborgne clearly explains that tomorrows leading companies success will not by fighting competitors, but by creating blue oceans of uncontested market space which will enhance in terms of market share and profitability and market capitalization growth. Such every day new theories are still lacking the comprehensive approach for our management systems. Despite we do need individual management concepts, models and systems for individual organizations but these systems showed be comprehensive in its implementation strategies. Whether organizations need the Blue Ocean system as a new market place as it is absolutely new space for firms to cater to the un served customers or the Red Ocean as a highly competitive market with lot many players operating in that market place and firms margins are under pressure. Management consultants are bombarded by daily new innovative and creative management models and systems. In reality we do need to be bombarded by such new information and management data. In same time we do need to relax and look at the organizational management domains.

Management Conducts & Organizational Path

High ROI and Profit High Productivity & Performance Systems Coherence Employees and Clients Satisfaction High & Steady Growth Immune to Organizational Collapse & Fall

Bad Management & Finance Practices Weak Standards , Regulations & Control systems Un appropriate Tools, Measures, & Processes Four Management Domains Factors not Considered Poor Spirit Management Conducts

Organization

Good Management & Finance Practices High Standards, Clear Regulations & Control systems Proper Management Tools, Processes & Measures Active Four Management Domains High Spirit Management Conducts

Productivity Decrease LOW ROI No Profit and Lost of Capital Organization Collapse Fragile Organization Economical Turmoil

Management Concepts The world's most popular management approaches described by The 12manage Global Top-10 (www.12manage.com) as a measurement of the current global popularity of management concepts are as follow: 1. Five Forces (Porter) 2. 14 Principles of Management (Fayol). 3. Mind Mapping (Buzan) 4. SWOT Analysis. 5. Marketing Mix (McCarthy). 6. BCG Matrix. 7. 7-S Framework (Mckinsey). 8. Value Chain (Porter). 9. Competitive Advantage (Porter) 10. Balanced Scorecard (Kaplan) These concepts make the border lines of organizational management structure as well and measure the three dimensions of management while the spirit management is over lapped with social and environmental. Thus spirit management is not taken as separate identity and there is a need to seek such factors integrated in spirit management dimension. The question relies that such concepts are needed to include the spirit management components for both organizational and individuals. The lack of comprehensive and integrated parts within our organizational management systems and concepts makes our systems fragile and weak towards internal and external forces and changes. Globalization & Organization Globalization and organization are parallel to each other while most organizations must achieve high performance within a complex and competitive global environment. Globalization refers to the complex economic networks of international competition, resource suppliers, and product markets. The quality of regulation is a crucial determinant of the competitiveness of financial markets. Such regulations are enhanced by the organizational management development to cope with such crises and reduce the risks and high light the prevention in future. In the new knowledge-driven economy, people are the organizations most precious and underutilized resource. They are the organizations repository of knowledge and they are central to your company's competitive advantage. At all levels, the organization needs people who can deliver at the frontier of performance. They must understand where

your company is going and be able to influence this path. They must share in your company's fortunes and be motivated to push for greater achievements. Better understanding of the spirit concept of individuals, teams, and organization is needed. It is understandable that such organizations have individual characters and the interference of society and global spirit components are essential for organizational growth. Thus clarifies that the current management systems needs to be developed, revised, and revived to cope with current economical and political crises. Our understanding and managing of religion, values, power distance, Individualismcollectivism, Masculinity-femininity, attitudes toward the environment (inner-directed and outer-directed cultures), ethics, motivation, behavior, parochialism and ethnocentrism and culture within organizations locally and globally can influence the operations, processes, systems, services and products. These were studied but specific measures and systematic approaches are still needed. Organizational leaders and management consultant probably need an urgent sauna and refreshing spa with some stress management to realize how we are in not good picture. Do we need to relax in the current global economic turmoil or to start intensive and events? Management Practices In 2005 the Centre for Economic Performance, LSE, and McKinsey & Company used an innovative new approach to survey management practices in over 700 firms in the France, Germany, the UK and the US. The research finds that:

US multinational subsidiaries based in the UK, France and Germany are also better managed than either domestic firms or other non-US multinational subsidiaries Superior US management performance seems to be driven by more product market competition, higher levels of worker and management skills, and lower levels of labor regulation Countries have distinct management cultures - with German firms excelling at shopfloor management and US firms excelling at people management.

These results and other studies showed a compiling management practices amongst different companies and organizations and different countries. The management practices differences are based on individual organizations and country and this is a fact that to be concerned and needed to suite each company and country but in same time there are general management practices that to be followed in systematic manner. We

do believe that each company and organization has its own culture and identity And in another world it ha sits own spirit that to be considered. I believe that the current global economic turmoil is the turn point for a drastic changes in global economy, politics and role players of the developed countries that it will have some of it effects to remain for several years to come even with economical development within 1-2 years back. The geopolitics are related to such thing will enhance the floor for new players in the economy and politics in the world. The economy and politics are interrelated to the management practices, concepts, processes and systems. This is the time for new era in management, the fourth domain.

Globalization & Organizations

Globalization
Economy Society
Organization

Politics

Management Systems

Individuals

Spirit Management

Spirit Management. Spirit is rooted deeply in the individuals and organizations that empower both the organization and the workforce for mutual attraction. The word spirit as it attracts us to its own protected entity. It has taken the attention of several scientists, writers, managers and researchers. This protected entity clarifies the need for its exploration of the definitions towards the organizational development. To get a good insight to the spirit within workplace and organizations we have to emphasis on its characteristics, definitions, boundaries, and consensus. Individuals usually look deeply in inside themselves searching their rooted values, vision, goals, experience, believes, practices, principles, personality, relationships, imagination, ideas, creativity, sacredness, and energy, as a holistic approach that is reflected towards others spirit and organizations. Whether the spirit is reflected as holistic or partially within the workplace, it reflects on organization as whole. The individual spirit enhances the organizational spirit and its measurement becomes more complex and makes its management even more tangible and complicated. What spirit? Spirit and soul are two words that are commonly configured together in the enterprises. The spirit definition has many meanings and concepts. However the igniting the spirit of the workforce within the workplace will direct the spirit of the organization alignment to a unified vision, mission, values, goals, strategy, systems, processes, marketing, innovation, communication strategies. In the part of individuals spirit involves mind, will, religious practice, feelings, mood, emotion, energy, courage, life, courage, ardour, vivacity, value, dedication, loyalty, enthusiasm, activity, temper , and intellectual or moral state. The belief is a strong issue of the individual spirit that includes sacred, unity and transformation. The search for direction, meaning, inner wholeness and connection to others, to nonhuman creation, and to a transcendent defined by Gibbons (2000). Krishnakumar and Neck (2002) describe spirituality as being pluralistic. Moch and Bartunek (2002) contend that spirituality and religion cannot be separated. . Pratt (2000) described that religious values deeply infusing into the organization. Tosey and Robinson, (2002) pointed that personal transformation that must take place in developing spirituality and its relationship to organizational transformations. Others have pointed that spirituality should be seen as separate from any religious context. Howard (2002) mentions that business leaders who are open to spirituality and think more deeply about their impact on organizations serve as role models for employees and may lead to greater individual spirituality at work, resulting in benefits to the

organization. McLaughlin (2001) claims that the most effective way to bring spiritual values into the workplace is to clarify the companys vision and mission, and to align them with a higher purpose and commitment to service to both customers and community. Dehler and Welsh (1994) mention that emotion and feeling as having an implicit role in organization transformation, thus forming the genesis for organizational spirituality. MacDonald, Kuentzel, and Friedman (1999) review ten different instruments purported to tap spirituality and related constructs ranging from the Expressions of Spirituality Inventory to the Psychomatrix Spirituality Inventory. Cacioppe (2002) describes that spirituality in the workplace is the only way leaders and organizations can succeed. An organization as it is composed of a group of persons and teams could be focused on their essential nature and strong royalty or dedication. In response the organization commitment, respect and Value for each employee, client, and business partner A prime consideration of their employees expectations, honesty, integrity, learning and development, compassion, creativity, flexibility, behavioural, confidentiality, professionalism ,expectations, and leadership based on the ground of the organizational culture and values. In same respect the employees commitment to the organizational vision and contribution of their best selves and peak performance to achieve the organizational strategies and goals. The integral part of the organizational spirit is a healthy, strong and quality relationship, networking and communication both within the organization and externally toward customers and vendors. Can the organization be alive by itself? Yes, as it composed of certain systems and employees that make its power to be alive. It grows and goes through all the up and downs where the healing is needed. It is alive due to its culture, values, image, goals, mission, operations, service, product, etc. As human beings it has its own spirit where it is a collective of all its intra and extra structures and relationships. The organization spirit progresses as the organization goes through certain developmental and changes periods. We have to believe that it is as a living entity due to its core, depth and roots that are integrated in the organization system. The organization spirit is as it is not only a collective spirit of its group of employees but also due to all components of its structure. This spirit could influence the employees, society and environment. Therefore its spirit requires management to ensure its living among other organizations within the society and environment locally and globally.

So, what is Organizational Spirit? Spirit as mentioned above is the root and base for all the organizational structure. It holds and unifies all ingredients and components of the organization. As mentioned the consideration of the employees expectations, religion, honesty, integrity, learning and development, compassion, creativity, flexibility, behavioural, confidentiality, professionalism expectations, and leadership, vision, goals, experience, believes, practices, principles, personality, relationships, imagination, ideas, creativity, sacredness, and energy, based on the ground of the organizational culture and values will make the foundation of the organizational spirit. This is incorporated with organizational values and culture and other organizational domains such as organizational structure, processes, systems, activities and projects. Concept of Organizational Spirit Management Suggestion that the life of an organization is similar to the shape of a bell curve, that is, the organization experiences a rise of health; it peaks, and then gradually declines. Organizations are both spiritual and material in nature. In their youth, they possess spiritual rather than material assets. In decline, this is reverse. Health is maintained by unifying the spiritual and material assets

Spirit Management Factors & Components

Society Culture, Believes, Religion, Customs, Practices and Values

Employees Organization Culture Values Processes Structure Systems Projects Activities

Expectations, religion, honesty, integrity, learning and development, compassion, creativity, flexibility, behavioral, confidentiality, professionalism expectations, and leadership, vision, goals, experience, believes, practices, principles, personality, relationships, imagination, ideas, creativity, sacredness, and energy.

Areas of focusing: 1. 2. 3. 4. Organizational spirit management. Transition and change management. Strategy focusing and Implementation. Systems, tools and techniques of strategic compliance of organizational spirit management (e.g. Six Sigma, Balance Scorecard, EVA, ROI, ABM/C, SOX, Integrated mapping, TBL, KM, and VE). 5. Proposed model of organizational spirit management and quality strategies and systems implementation. Emphasis on Spirits: Characteristics, Definitions, Boundaries, Consensus. The individual spirit enhances the organizational spirit and its measurement becomes more complex and makes its management even more tangible and complicated. Basis of Definitions and Characteristics: 1. Religious 2. Epiphany Defines spiritual development as arising through a series of discontinuous awakening experiences. 3. Manageable (a) sees spirituality as affected by leadership and management. For example, an individual=s spirituality may be increased by the expression of a manager=s values or by behavioural incentives for individual or group actions. (b) sees an individual=s spiritual level as impervious to managerial actions or incentives. 4. Teachable (a) sees someone=s spiritual development as impacted by external influences such as formal courses on the concepts and principles of "A spirituality " or listening to speakers/teachers on the subject.

(b) sees someone=s spiritual development occurring only or primarily through individual or solitary actions: meditating, being in nature, reading spiritual and/or religious writings, etc. 5. Individual Development Ties spiritual development to a predetermined set of "A stages" of individual development common to all people. 6. Organizational Development Sees an organization collectively as being in a particular stage or level of development common to all organizations. 7. Measurable Sees the concept of spirituality as measurable, typically through a survey instrument. 8. Productive/Profitable Offers claims/evidence that spirituality is correlated with organizational performance. 9. Nature of the phenomenon (a) sees spirituality as strictly an individual concept. (b) sees spirituality as both an individual and a collective concept.

Definitions of Spirituality in Organizations Mohamed, Hassan, and Wisnieski (2001) claim there are more definitions of spirituality than there are authors/researchers to write about it. Howard (2002). Khanna and Srinivas (2000) Margulies (1972) Levine (1994) Boozer (1998) Levy (2000) Mason and Welsh (1994) Lichtenstein (1997)

So, what is Organizational Spirit? Spirit holds and unifies all ingredients and components of the organization. As mentioned the consideration of the employees expectations, religion, honesty, integrity, learning and development, compassion, creativity, flexibility, behavioral, confidentiality, professionalism expectations, and leadership, vision, goals, experience, believes, practices, principles, personality, relationships, imagination, ideas, creativity, sacredness, and energy. Based on the ground of the organizational culture and values will make the foundation of the organizational spirit. This is incorporated with organizational values and culture and other organizational domains such as organizational structure, processes, systems, activities and projects. An organization as it is composed of a group of persons and teams could be focused on their essential nature and strong royalty or dedication. The integral part of the organizational spirit is a healthy, strong and quality relationship, networking and communication both within the organization and externally toward customers and vendors. Spirit composed of certain systems and employees that make its power to be alive. The organization spirit progresses as the organization goes through certain developmental and changes periods. Humanistic Approach & Spirit Management Humanistic Approach, based on the idea that human motivate by more than economic rewards. They also required satisfying social relation and personal fulfillment. In 1924 by Elton Mayo undertook research at the Hawthorn Works Plant of the Western Electric Company in Chicago. This research determined how economic incentives and the physical conditions of the workplace affected the output of worker. This research found human interactions in the workplace and influences to productivity. Spirit management is a holistic approach looking at the humanistic as one ingredient to its complex nature and individuals are the core components of organizational spirit. Leadership & Spirit Management There is a new era that has spread through the business world that involves rapid changes. One rapid change is that management has increasingly become a leadership task. Leaders help employees act on the vision of the company. In spirit management the concept of leadership relies not only on top and middle management levels but looks at each individual employee within organization as being a leader in his position and tasks. It is believed that every employee has specific tasks and responsibilities and

this has to play a role of leader in his profession and job. Thus leadership responsibilities are broken down in the organizational structure to contribute to the overall organizational middle and top leadership. Each individual has to be responsible for his own tasks and be a leader in his individual job. Strategies & Organizational Spirit Management Strategies & TQM Spirit as mentioned is the root and base for all the organizational structure. It holds and unifies all ingredients and components of the organization. The concept of spirituality as measurable is typically through a survey instrument. Total Quality Management as a tool for spirit management could be fruitful and TQM has proven to be an effective process for improving organizational functioning, its value can only be assured through a comprehensive and well thought out implementation process. Principles of effective planned change implementation and suggest specific TQM applications. 1. TQM is a viable and effective planned change method, when properly installed; 2. not all organizations are appropriate or ready for TQM; 3. preconditions (appropriateness, readiness) for successful TQM can sometimes be created; and 4. leadership commitment to a large-scale, long-term, cultural change is necessary. Organizational Spirit & Spirit Management The rapid and continual innovation in technology is driving changes to organizational systems and processes. The increased expectations of employees as they move more freely between organizations, and, of course, globalization has seen the tearing down of previous international market barriers. In spite of the importance and permanence of organizational change, most change initiatives fail to deliver the expected organizational benefits. This failure occurs for a number of reasons. Failed organizational change initiatives leave in their wake cynical and burned out employees, making the next change objective even more difficult to accomplish. It should come as no surprise that the fear of managing change and its impacts is a leading cause of anxiety in managers. Current organizations require fundamental changes in their management concept and systems. As most of the current management practices can not cope with dramatic and

disastrous economical and organizational failures. The need for a comprehensive and integrated change management model is more realistic than before. Looking at the basics of individuals and corporate spirit components are the foundations for such changes that should be incorporated.

Resistance to Change C = (A + B + D + S) > X C = Change A = Level of dissatisfaction with the status quo B = Desirability of proposed change D = Practicality of the change S = Sprit Factors X = Cost of changing

Corporate development & Individual Spirit Concepts

Change Management Leadership Organizational Development Social Responsibilities

Emotional Intelligence

Business Spirit

Individual Spirit Perceptions, Experiences Environmental Concepts

Corporate Vision, Mission & Strategies Corporate Spirit

Beckhard and Pritchard (1992) have outlined the basic steps in managing a transition to a new system such as: identifying tasks to be done, creating necessary management structures, developing strategies for building commitment, designing mechanisms to communicate the change, and assigning resources. Ledford (cited in Packard & Reid, 1990) has proposed a model including four processes which are forces which determine whether a change will persist through the phases of institutionalization: the change (TQM) with the organization, the change with other changes initiated at the time, the change with environmental demands, and with the level of slack resources in the organization. Tips for Successful Strategic Planning 1. Set up a solid and benchmarking structure 2. Use a strategic plan to drive accountability and alignment. 3. Involve every associate in the planning process. 4. Obtain formal agreement from everyone involved in the process. 5. Implement the three Cs: consistency, communication, and clarity.

*Creating a Strategy That Promotes Alignment, Agility, and Accountability Best-practice Report, February 2004 by APQC. Strategic Control systems are primarily concerned with monitoring and managing strategy implementation, part of which will be determining and calibrating the focus of related operational control systems. Operational Control systems are management processes used to track and respond to progress towards targets at for defined situations, typically at 'lower levels' of the organization. Seven Management & Planning Tools & Spirit Management: The seven management & planning (MP) tools can be used for as enhancers for spirit management innovation, communicate such information and plan major projects. The following seven MP listed in an order that moves from abstract analysis to detailed planning, are: 1. Affinity diagram: organizes a large number of ideas into their natural relationships. 2. Relations diagram: shows cause-and-effect relationships and helps you analyze the natural links between different aspects of a complex situation.

3. Tree diagram: breaks down broad categories into finer and finer levels of detail, helping you move your thinking step by step from generalities to specifics. 4. Matrix diagram: shows the relationship between two, three or four groups of information and can give information about the relationship, such as its strength, the roles played by various individuals, or measurements. 5. Matrix data analysis: a complex mathematical technique for analyzing matrices, often replaced in this list by the similar prioritization matrix. One of the most rigorous, careful and time-consuming of decision-making tools, a prioritization matrix is an L-shaped matrix that uses pair wise comparisons of a list of options to a set of criteria in order to choose the best option(s). 6. Arrow diagram: shows the required order of tasks in a project or process, the best schedule for the entire project, and potential scheduling and resource problems and their solutions. 7. Process decision program chart (PDPC): systematically identifies what might go wrong in a plan under development. Excerpted from Nancy R. Tagues The Quality Toolbox, Second Edition, ASQ Quality Press, 2004.

Quality Strategy Implementation within Organizational Spirit Management However, neither EVA nor CFROI concepts can help organizations with strategy implementation activities on a daily basis. Another concept put forward by Kaplan and Cooper was Activity Based Costing (ABC) and resulting Activity Based Management (ABM). Organizational Strategy Implementation Bob Paladino, VP of Global Excellence for Crown Castle International, cites reports that show 9 out of 10 companies fail to implement their business strategies. What accounts for such an astonishing failure rate? He says there are four barriers: -The Vision Barrier: Only 5% of the workforce understands the strategy -The Management Barrier: 85% of executive teams spend less than one hour per month discussing strategy -The People Barrier: Only 25% of the managers have incentives linked to strategy -The Resource Barrier: 60% of organizations don't link budgets to strategy The strategy implementation in the organizational level is accompanied with integrated spirit factors and components of both organizational and individual levels and coherent

to the society factors. This requires a deep analysis of such components and awareness of a holistic picture of organizational spirit management. Strategic Focusing The focal igniting the spirit of the organization through organizational alignment around a common vision, values and strategy. Turnaround and growth through strategic business development, marketing & communications strategies, and scenario planning are ways to explore the strategic focusing. Dashboards The Dashboard is where an organization's "Key Performance Indicators" are displayed. Key Performance Indicators are essentially data summaries that translate and communicate concise, credible information that can be readily understood and used by decision makers at all levels of an organization. Such technology could be utilized for data collection, analysis, KPIs and parameters of spirit management within organizations with adopted measurement tools and systems. There are several systems such as spirit management surveys and matrix data analysis: a complex mathematical technique for analyzing matrices, often replaced in this list by the similar prioritization matrix. These data simplified into precise actions that could enhance overall organizational management and individuals. Spirit management surveys, tools and parameters could be utilized for measuring major organizational spirit factors and components in relation to production, performance and process. The dashboards are systemized techniques for recording and exploring the related and performance factors thus facilitating the control and follow up with corrective decisions. Software and new programs are needed for spirit management analysis in comparison to the organizational KPis and KPRs. Strategies & Organizational Spirit Management - I: The strategy implementation in the organizational level is accompanied with integrated spirit factors and components of both organizational and individual levels and coherent to the society factors. This requires a deep analysis of such components and awareness of a holistic picture of organizational spirit management. Six Sigma stands for Six Standard Deviations (Sigma is the Greek letter used to represent standard deviation in statistics) from mean. Six Sigma methodology provides the techniques and tools to improve the capability and reduce the defects in any process. Six Sigma methodology improves any existing business process by constantly reviewing and re-tuning the process. To achieve this, Six Sigma uses a methodology known as DMAIC (Define opportunities, Measure performance, Analyze opportunity, Improve performance, Control performance).

Value Engineering (VE) may be defined as an organized effort directed at analyzing and evaluating systems and components of systems, to establish essentiality and efficiency in the performance of essential tasks. Social Model The social model is a way of thinking that views an organization as a society of individuals, each with individual purposes, each of whom has the ability to think and learn. Because they depend on each other for mutual adaptation, there should be a great interaction among them. The job of Top management is to manage the interactions to create a learning organization: to design a desirable future and find ways to achieve it by aligning the purposes of individuals with those of the overall society. *Thomas H, Lee, shoji and Robert Champen Wood. Think Globally Act Locally), Center for Quality Management Journal, volume 8, No 3, winter 1999: 23-54. Triple Bottom Line (TBL) The reporting system that includes the three parameters: 1. Economical 2. Environmental 3. Social The base of such parameters is lacking behind the fourth Spiritual. This is the core of any organizational status and basic of individuals within organizations. Such careless in years for more in depth understanding and analysis of this parameter has resulted and will result in low performance, incomplete management solutions, processes lagging, weak organizations, and systematic disability. Our ignorance for spirit management as integral parameter of organization is one of the major breakdown of our management systems, economical turmoil, and political uncertainty. What is a relevant measure? Firstly, the word 'relevance' implies that there is a relationship between the measure and something. Secondly, it is important to understand the difference between 'counting' and 'measuring' Combined with process mapping (a required activity for SOX), a balanced scorecard can reveal process measures and key performance indicators .

Compliance Systems & Strategies for Organizational Spirit Management Implementation: 1. Social Model & Psychometrics. 2. TBL, VE, KM and Six Sigma 3. Spirit Management Survey & domains. For the most effective companies, organizational spirit or culture is a major competitive advantage. Companies can purchase the same equipment, technologies, products, people, brands, facilities and other tangible assets as their competitors. Team spirit is the key that every organization needs to achieve outstanding performance. Strategic plans, marketing, technology and capital investment are clearly important, but spirit of the people using the tools and executing the plans is what determines whether it could succeed or sink. Spirit is a source of many evolving knowledge domains with relevance to all aspects of our organizations. Strategies & Organizational Spirit Management II This model is based on a comprehensive approach and describes few management practices and systems that build up the organizational structural level. The model is based on the following domains: 1. 2. 3. 4. Finance. Environmental. Social. Spirit.

Each organizational domain is inter-related to the specific departmental, team, and individual factors and components. The organizational domains are also integrated with external factors of each domain. This model represents simple management practices and systems and specific standards and systems are required upon individual organization.

The model shows the implementation and utilization of certain systems, practices and strategies in the context of spirit management. These are basics and other systems and practices as mentioned previously are applicable for specific purposes and needs. The above systems are simplified as following: Layer 1: Finance, Operational and Process Management Systems: a. b. c. d. Core: Investment Analysis, EVA, CFROI, Spirit Management Surveys. Process and Operational: KM, VE, and Process mapping. Cost saving: ABM, and ABC. Revenue Generating: BSC.

Layer 2: Social & Psychometric Parameters: several measurement tools and systems could be utilized upon specific organizational requirements of factors and components. These measures are based on the organizational analysis of such parameters. Layer 3: Spirit Management Domain: Spirit surveys and measurement tools and systems. There are some tools and surveys that could be utilized for analysis of spirit components and factors identification, and quantification. The current available tools and systems are not adequate for in depth analysis and determinants of spirit management for organizational level. Thus there is a need for comprehensive works and studies for each organization. Surveys are the basic and simple tools for spirit management. In strategic implementation and visioning of the organizational holistic approach we do think that the four domains are the bases and principles for successful organizational growth and development. The prioritization is based from top (Management Strategy) to bottom (Organizational Core Base) and also from bottom to top as feedback and cycle system. The base is composed of individuals as the middle represents the departments and teams while top represents the top management and board of organization.

Organizational Strategic Thinking & Visioning Pyramid

Management Strategy

Economical Environmental Social / Emotional Intelligence Spiritual / Spiritual Intelligence Organizational Core Base

Helpful Practices There are several tools, strategies and tips that could help in implementation of such four domains that facilitates the organizational performance and development: 1. Creating departmental, team and individual visions that are coherent with organizational vision. 2. Determine the goals and objectives of departmental in accordance to the organizational goals and objectives. 3. Determine the role and responsibilities of teams and individuals. 4. Develop a plan work in accordance with the overall vision and vision of the organization. 5. Create specific, definable, and measurable results that would ensure that the organization and your personal vision are achieved. 6. Consider the most important factors, components and determinants of the four domains into your goals, strategies and plan. 7. Involve all the concerned departments and individuals in the implementation. 8. Support those you manage by connecting their expectations of success to the organizations objectives as part of their performance review. 9. Utilize feasible and standard practices, tools and systems. 10. Make the needed measurements and indices. Dashboards are useful tools. 11. Make the feedback system and measure the overall organizational analysis, KPIs and KPRs. 12. Put the organizations and individuals success as the focal point in every step. 13. Demonstrate more confidence in others and appreciate individuals as emotional need is to feel appreciated. 14. Social gatherings, parties, ceremonies, sport activities, trips and enjoying good times with organizational individuals, families, and society members outdoors are of great value. 15. Provide the individual spirit needs and their satisfaction is the major factors for enhancement of individual roles and responsibilities within organizations. 16. Inspirations take few minutes everyday to meditate, pray, or reflect (e.g., seek guidance regarding a situation or opportunity that requires attention.).

Building Spirit In organizations in which people are disrespected and poorly treated, higher pay becomes a key way of compensating for the soul-destroying drudgery of the job. In contrast, highly spirited and well-led organizations are often competitive in their financial pay scales but way ahead of their counterparts in "psychic pay" via higher levels of pride and satisfaction. There are many ways that strong leaders can build organization spirit. Here are a few suggestions (Team Spirit Built from the Top by Author: Jim Clemmer):

Meetings to identify non-value-added work and to take that work out of the organization's systems and processes.

Build a highly customer-focused organization. Keep things simple and direct. Keep business units small and give teams autonomy.

Encourage and promote humor to release tension in a situation and keep people looking at the lighter side of things.

Lead change with examples of how your organization has gone through tough times or major changes like these before. Appeal to a proud heritage.

Look

for

every

opportunity

to

recognize

and

celebrate

significant

accomplishments and milestones reached.

References:

Cacioppe, R. (2000). Creating spirit at work: Re-visioning organization development and leadership B Part I. Leadership & Organization Development Journal, 21(1), 48-54. Dehler, G.,& Welsh, M. (1994). Spirituality and organizational transformation: implications for the new management paradigm. Journal of Managerial Psychology, l9(6), 17-26. Gibbons, P. (2000). Spirituality at work: definitions, measures, assumptions, and validity claims. Proceedings of the Academy of Management, USA, 2000. Howard, S. (2002). A spiritual perspective on learning in the workplace. Journal of Management Psychology, 17(3), 230-242. Howard, S. (2002). A spiritual perspective on learning in the workplace. Journal of Management Psychology, 17(3), 230-242. Krishnakumar, S., & Neck, C. (2002). The "what", "why" and "how" of spirituality in the workplace. Journal of Managerial Psychology, 17 (3), 153-164. MacDonald, D. A, Kuentzel, J. G., & Friedman, H. L. (1999). A survey of measures of spiritual and transpersonal constructs: Part two additional instruments. The Journal of Transpersonal Psychology, 31(2), 155-177. McLaughlin, C. (2001). Spirituality in business. [On-line] Available: http://www.visionarylead.org/. Moch, M., & Bartunek, J. (2002, August). Linking business, spirituality and religion. Manuscript submitted for publication. Pratt, M. (2000). Building an ideological fortress: The role of spirituality, encapsulation and sensemaking. Studies in Cultures, Organizations & Societies, 6(1), 35-53. Tosey, P. & Robinson, G. (2002). When change is no longer enough: What do we mean by "transformation" in organizational change work? The TQM Magazine, 14(2), 100-109.