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be received; and it serves as the terminal which communicates the plans as
orders and sees that they are actually done. This gives one the genus of
the Org Board as a central ordering point which has other relay ordering
points taking care of their part of the whole plan or programme. These
points are often also the points which care for local occurrences which
must be handled and their frailty is that they become so involved with
local occurrences, oddities and purely local concerns that they do not or
can not give any attention to receiving, relaying and overseeing their part
of the main plan.
Then there are the PRODUCERS who produce the service or the structure or
the product required by the plan. Many plans are marvelous in all respects
but putting somebody there to actually DO the required actions that make
the plan real. The primary fault is to use persons who already have
projects and duties to which they are committed and, with their local
knowledge, see must be continued at any cost but who are forced to abandon
existing programmes or duties to start on this new activity, solely because
the new activity has the stress given it in orders and the old activities
are seemingly ordered left alone. Old companies and old countries could be
said to be "that collection of incomplete and abandoned projects which is
confused and failing".
Finally there is the USER, those who will use or benefit from the
programme when it is realized and completed. When planning fails to take
this element into account, only then can the whole programme fail utterly
for it, regardless of dreams, labor and expense, is finally seen to be of
no value anyway. Thus all great programmes begin with an understanding or a
survey of what is needed and wanted and a nose and value count of those who
will use it and a costing action in time, labor, materials and finance,
compared to the value of it, even if only aesthetic, of those who will use
it in any way if only to know they have it or to be proud of it or to feel
better or stronger because they have done it.
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Thus one gets the points which are the true administrative points:
1. OBSERVATION even down to discovering the users and what is needed
and wanted.
2. PLANNING which includes imaginative conception and intelligent
timing, Targeting and drafting of the plans so they can be communicated
and assigned.
3. COMMUNICATING which includes receiving and understanding plans and
their portion and relaying them to others so that they can be
understood.
4. SUPERVISION which sees that that which is communicated is done in
actuality.
5. PRODUCTION which does the actions or services which are planned,
communicated and supervised.
6. USERS by which the product or service or completed plan is used.
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Administrative Systems or organizations which lack at least the
rudiments of the above system will not bring off the dream and will
accumulate an enormous lot of uncompleted actions. Not a few failures,
bankruptcies, overthrows and revolutions have occurred because one or all
of the above points were awry in an existing organization.
The amount of heroic executive overwork which comes from the omission of
one or more of these vital essential points accounts for the ulcers which
are the occupational disease of those in charge.
When some or all these points are awry or gone, an executive or ruler or
his