A Job Description for the Business Owner. Александр Александрович Высоцкий

department should be perfectly in order. He has his own idea about what “perfectly in order” means. You are happy about finding such a great person because your idea about how an accounting department should function means not having any problems with the IRS. As time goes by and your company becomes more structured, you notice that the accounting department slows down the company’s work flow. For example, it takes too long to get some orders written and to account for financial transactions. You decide to change the work procedures in the accounting department and find that your chief accountant, who completely supported all of your ideas before and seemed very professional to you, all of a sudden starts working against your ideas and creating problems. The reason for this is simple. He operates on the personal conviction level of motivation and is not motivated to work in the company’s best interest, but, rather, in accordance with his own principles.

      In the middle of this incentive scale, one can arbitrarily draw a line between the personal conviction and personal gain levels. Above this line are people who try to do their jobs well because of their own personal desire. They are the most dedicated to their jobs. Below the line are people who, upon receiving their position in the company, focus not on how to get the job done, but on what they need to do, if anything, to receive their desired benefits. It is pretty easy to manage the two types above the arbitrary line, as they are focused on getting the job done. It is more difficult to manage the two types below the line because you have to deal with their constant calculations regarding their personal gain. When it comes to salaries, different approaches are required here. Any fair pay system suits people with a high motivation level, as they work without thinking about money. For people with a low motivation level, the pay system should be such that it encourages and rewards every correct action and penalizes every wrong one.

      Interestingly, people have different levels of motivation in different areas of their lives. For example, there are many who have a duty level of motivation toward their family, and a personal gain level toward their job. You hire such a person and think, If he is so proud of his kids and takes such good care of his family, he will definitely be a good employee! But, in reality, there is no connection between the two. I have met several fathers who were loyal to their families but who could not be forced to work, even with a stick. This becomes clear when you understand how to gauge a persons level of motivation correctly.

      Consider a very large group, such as the population of a country. If you traced how the average level of motivation of the Soviet people changed over time, you would find that the highest increase in motivation was during and right after World War II. According to statistics, during the war it was unusual for soldiers to get sick from common diseases, even though the living conditions were deplorable. The highest level of patriotism was also during and immediately following the war. The lowest level of motivation was right after the collapse of the USSR. The reason for this was the motivation itself. If a person accepts the goals of a group as his own, he is at the level of duty. The goals of the country during and after the war were clear and important to the majority of the people. Due to explicit threats and efficient propaganda, almost everyone understood that there was a simple goal during the war: to defeat the enemy; after the war, it was to restore the economy. After the collapse of the USSR, all the goals that the ruling party had directed people toward for decades through the use of propaganda were destroyed, but new ones had not yet been established. This is why the country experienced a period of the lowest motivation in the entire history of the Soviet Union. The country was effectively pulled to pieces. Do not think that I sympathize with the Communists. I do not. However, their use of management tools—namely, setting goals, then skillfully and persistently promoting those goals of unifying the Soviet Union in the face of mortal threat—has to be commended. During Soviet times, goal-oriented propaganda penetrated so deeply into all aspects of society that even a university thesis on mechanical engineering could not be successfully defended without discussing the role of the next Party Congress in the manufacturing of hubs and cogwheels.

      Примечания

      1

      Another book about McDonald’s I suggest all business owners read is McDonald’s: Behind the Arches, by John F. Love (New York: Bantam Books, 1986).

      2

      Geroldmaster, LLC is a company in Kiev that designs and manufactures souvenirs and medals for various government ministries and agencies, social organizations, and corporations. It also produces military medals. The medals are designed by experienced artists. After a sketch is approved, computer 3-D simulation is done. Complex elements of the medals—portraits, garlands, and the like—are fashioned by sculptors, after which the sculpted models are scanned on a three-dimensional scanner.

      3

Примечания

1

Another book about McDonald’s I suggest all business owners read is McDonald’s: Behind the Arches, by John F. Love (New York: Bantam Books, 1986).

2

Geroldmaster, LLC is a company in Kiev that designs and manufactures souvenirs and medals for various government ministries and agencies, social organizations, and corporations. It also produces military medals. The medals are designed by experienced artists. After a sketch is approved, computer 3-D simulation is done. Complex elements of the medals—portraits, garlands, and the like—are fashioned by sculptors, after which the sculpted models are scanned on a three-dimensional scanner.

3

L. Ron Hubbard, “Basic Management Tools”, in The Management Series, Vol. 2 (Los Angeles: Bridge Publications, 2001), 304.

4

L. Ron Hubbard “Promotion and Motivation”, in The Organization Executive Course: Public Division, vol. 6 (Los Angeles: Bridge Publications, 1991), 158.