Organizations are characterized by an enormous complexity that is a result of continuous change. This changing occurs in the relations between the human and the functional parts of a system; between the system as a whole and its environment; and between the elements within the organization’s environment: economic, political, technological and cultural entities.

So, for my overview, an effective management of an organization – of which, as mentioned before, complexity is its essential character – necessitates a complicated and multi-dimensional managerial overview, an overview which is based on clear values and principles that have a functional and moral impact on the organization. Besides a complex managerial overview, an effective management also necessitates an emotional maturity which is essential for containing and internalizing the organizational values and principles which tend to be in conflict or in tension. Thirdly, an effective management also necessitates cognitive flexibility to enable adjustable functioning.

 

The following six managerial values and principles, for my overview, have a significant impact on the effectiveness and the resilience of organizations -- morally as well functionally.

 

​A. ​ The centrality of the human being

The employee's wellbeing, his physical and mental health and his self-respect, are considered as possessing unconditional value and purpose. This organizational state of mind toward the significance of the employee is more of a moral obligation than an instrument for increasing the employee's production and improving his functioning. Managers must be extremely cautious of objectifying a human being.

 

 B. Dynamic Equilibrium

An effective management persistently strives to achieve a Dynamic Equilibrium between the needs and desires of all the organization's stake holders: employees, owners, customers, suppliers, the community, the entire society and ecology.

This Equilibrium is not a one-time mechanical optimization but a continuous dynamic process which is based on negotiation and respectful dialogue which is free from any patronage and aggressiveness.

 

C. Renewal

Effective managers are used to encouraging an organizational lifestyle of renewal and change, despite human nature which cleaves to steadiness and to a secured position in its comfort zone.

Effective managers are deeply committed, in bad times as well as on sunny days, for never-ending renewal.

 

D. The Manager as a friend and as a leader

Effective managers are characterized by high learning capabilities, excellent interpersonal relational skills and with insatiable curiosity.

These effective managers are not charismatic leaders who establish in the organization a regressive psychological experience of "omnipotent father" toward "impotent child". They lead by partnership and friendship and do not let their employees get used to the familiar and the comfortable. These effective managers continuously challenge the limits of the known and of that which has already attained an “unquestionable” status.

E. Purposefulness and being Mission-Driven

Effective managers have a deep commitment to excellent performance. Purposefulness and being Mission-Driven are considered, for effective managers, unconditional values.  This state of mind is more a moral obligation than an instrument for gaining either psychological or economic benefits.

The commitment to the mission and to its quality is one of the main features of a managerial identity.

 

F. Cultural Centralization and Operational Decentralization

Effective management of a complex, ever-evolving system requires a centralized management of the organizational values, so that the members more deeply identify with the organizational culture.

Besides the cultural centralization, an effective management also employs operational decentralization, which means enhancing the functional independence of the organization's subunits, and that by reasonable decentralization of resources and authority.

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According to my professional overview, an effective manager conducts organizational strategies that are signed by all those values and principles. And that by balancing their relational weight with respect to the specific circumstances and the organizational complexity.