Organizations today are generally managed by either the “Control” or the “Caretaker” Model.
The Control Model is based on the military where rules and chain of command are the hallmarks. Pure forms of this model are rare today and are consistently attacked by today’s leading management gurus. Among the many problems with this form of management is that it is both inefficient in use of resources and totally ineffective with the Generation X/Yers.
The Caretaker Model is also generously known as the Commitment Model. Most management gurus prescribe some form of this model. All forms derive from Frederick Herzberg’s theories on motivation. He says “motivator factors that are intrinsic to the job are: achievement, recognition for achievement, the work itself, responsibility, and growth or advancement.” Other associated caretaker concepts include:
What is wrong with these concepts? Generally nothing! It’s just that no combination of the above ideas will come close to realizing an organization’s potential.
The Control Model is based on the military where rules and chain of command are the hallmarks. Pure forms of this model are rare today and are consistently attacked by today’s leading management gurus. Among the many problems with this form of management is that it is both inefficient in use of resources and totally ineffective with the Generation X/Yers.
The Caretaker Model is also generously known as the Commitment Model. Most management gurus prescribe some form of this model. All forms derive from Frederick Herzberg’s theories on motivation. He says “motivator factors that are intrinsic to the job are: achievement, recognition for achievement, the work itself, responsibility, and growth or advancement.” Other associated caretaker concepts include:
- Empowerment
- Self-managed teams
- “Money doesn’t motivate”
- Individual autonomy
- Trust
- Job enrichment, especially vertical job enrichment
- Individual accountability
- Flexible hours
- Job rotation
- Open and visible business information
- Minimal critical specification of rules
- Variance control at point of origination
What is wrong with these concepts? Generally nothing! It’s just that no combination of the above ideas will come close to realizing an organization’s potential.
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