Building a new organization and escaping the traditional management!

The effect of a "traditional management" on any organization and its staff behavior pattern is deep and rather difficult to change. Deep on its roots as amy major change in such a traditional pre-exposed environment can not be tolerated by the staff.

Knowing these types of local cultural issues as well as their relevant consequences in a traditional system, a gradual involvement in responsibilities and tasks needed. This is obvious that usually junior and even sometimes senior staff were kept away from basic strategic plans and details about it. Low level of awareness as a consequence of superficial involvement in tasks and responsibilities is forced to happen as a result of defected information systems. Basically, this management style intended to establish a long-term position and brings the possibility of any new talent emergence very low.
Thus, mainly adopted by those old managers who may not able to cope with the rapidly changing patterns in todays business environment and evidently its information system development plans and tools.

Another co-sign of such severely destructive pattern is over-conservation, defining strict work frames and low interaction among different business units. Although personal desires seem to have been the main driver behind such organizational setups, the main loss is in fact repetition of mistakes and parallel efforts on a normal task. That is why these traditional systems reacts to any interference or benchmarking among different business units and their working conditions. Though the same functions among different business units may largely vary from the other.

Those who have recognized the need for such changes will be introduces as trouble makers and naive. If for any reason more "Yes" people are around, the application of a new change becomes even more difficult. If a traditional organizations used to deliver a reasonable success curve, their parent organization are infavour of keeping the situation as it is and not to change.

If decay believes to be inevitable and one major consequence of such negligence, one practical strategy for change seeker(s) in such circumstances might consider to be "wait and watch". If the outdated traditionalism starts showing it's negative impact, in a measurable way, then offering an action plan which sounds will attract attention of the decision makers. Although this may look a little bit late to react, there are not much room to consider for such changes to be implemented.

People, as the most important assets of any pharmaceutical companies may lose confidence and innovation. Many telnets who face such situation, may decide to change their career/organization as changing organizational culture is not never happens in a day or two but years. Like above, all those strategies are valuable to consider if the time frame permits waiting so long.

Those young managers who promote changes should be well aware of the possible and consequences of adopting a rapid cultural change strategy in a traditional organization. In this context, if a firm neglects utilizing modern management tools and techniques only in the IS areas, the effect of such damage might be irreversible. Underestimating the advanced and rapidly changing pace of technology is a need to be seriously invested on. Those needs have never been seen as seriously as they should in today's business environment which is for sure quite unique since the human being existence!