| When you talk about the people in an organization, | | | | organisational flow chart, you can draw a training |
| it refers to everyone at every level from the | | | | flow chart. On this chart, the mission of the |
| Chief Executive Officer to the mail room worker. | | | | company would be at the top, and the arrows |
| It is the people who accomplish the tasks | | | | would flow through the various levels such as |
| necessary to fulfil the mission of the organization. | | | | management training, sales team training, |
| Unfortunately, it is also the people who can | | | | customer service training, and business training. |
| become the barriers to progress unless they buy | | | | On the training flow chart though, the arrows |
| into the mission of the organization and | | | | would flow in a circle from top to bottom and |
| understand their roles in achieving success. | | | | back up to the top again in a circle. Training people |
| But just as important is the fact people must be | | | | to become business leaders within the organisation |
| trained to do their jobs the right way and with an | | | | is an ongoing process which relies on constant |
| understanding of how their job fits into the overall | | | | feedback. This constant feedback takes the form |
| scheme of things. Dysfunctional organisations are | | | | of effective communication within the |
| often unable to build quality business environments | | | | organization, communication between the |
| because they have one basic and critical flaw: lack | | | | organization and its customers, and a flow of |
| of people unity due to lack of training. | | | | training information that keeps people attuned to |
| This is true for the top, middle and line managers | | | | the organizational mission and how their jobs fit |
| and for the staff doing the day to day customer | | | | within the big picture. |
| work. When you read about the principles of | | | | Never Working Alone |
| project management, you discover that one of | | | | One of the most important principles the people |
| the first principles that must be addressed is the | | | | within a company must learn is that they are |
| matter of governance and control. But how do | | | | never working alone even if they work alone. This |
| you teach these important principles? | | | | may sound odd at first, but an organization has to |
| It all comes down to leadership training. The CEO | | | | operate as a whole. Even the customer service |
| must learn to lead the entire organization and be | | | | representative working alone in an office |
| prepared to handle conflict along the way. The | | | | answering customer complaints must always |
| middle managers must be prepared to supervise | | | | operate with a business mindset that he or she |
| the front line staff in a way that supports the | | | | must do the job in a particular manner in order to |
| mission of the organisation. The staff that have | | | | help the entire company to succeed. |
| the most contact with customers need to | | | | Management and staff training is an important and |
| understand how their jobs support the | | | | critical function if a company hopes to become |
| organization and how their treatment of | | | | and remain profitable. Without proper training and |
| customers is one of the most important factors | | | | leadership development, people tend to create |
| determining overall profitability. | | | | mini-kingdoms within the workplace and then rule |
| Unifying Themes | | | | to their own advantage which may or may not |
| You see people draw organisational charts that | | | | be to the advantage of the business. Teaching |
| show who answers to who by position within | | | | people to be leaders within their own company |
| different functional areas. It begins with the CEO | | | | roles is how you can build a strong and well |
| and the arrows normally flow downward through | | | | developed organisation that is able to flourish |
| the levels. Instead of drawing a traditional | | | | through all economic times. |