Gary Hamel

O gerenciamento é a atividade menos eficiente em sua organização.

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Reprint: R1112B 
Executives don&#8217;t realize it, but a hierarchy of managers exacts a hefty tax on any organization: Managers are expensive, increase the risk of bad decisions, disenfranchise employees, and slow progress. In fact, management may be the least efficient activity in any company. Yet it&#8217;s clear that market mechanisms alone can&#8217;t provide the degree of coordination and control that many companies require. Is there any way to get the flexibility of a market system and the discipline of a tightly knit hierarchy&#8212;without a management superstructure? Morning Star, the global market leader in tomato processing, proves that there is. 
Morning Star, which has seen double-digit growth for the past 20 years, has no managers. That&#8217;s right&#8212;no bosses, no titles, no promotions. Its employees essentially manage themselves. Workers negotiate responsibilities with their peers, anyone can issue a purchase order, and each individual is responsible for acquiring the tools needed to do his or her work. Compensation decisions are handled by local committees elected by the employees, and pay reflects the contributions that people make&#8212;not their status. And if staffers find themselves overloaded or spot a new role that needs filling, they simply go ahead and initiate the hiring process. 
Morning Star&#8217;s self-management model has two cornerstones: the personal mission statement, and the Colleague Letter of Understanding, or CLOU. In a personal mission statement, each employee outlines how he or she will help the company achieve its goals. The CLOU, which must be hammered out every year with colleagues, is an operating plan for fulfilling it. A CLOU covers as many as 30 activity areas and spells out relevant performance metrics. 
The system isn&#8217;t without its challenges, and it isn&#8217;t for everyone. But it has produced a dedicated workforce with exceptional initiative and expertise. And its success shows that it is possible for organizations to transcend the seemingly intractable trade-off of freedom versus control.

First, Let’s Fire All the Managers

Reimpressão: R1112B Os executivos não percebem isso, mas uma hierarquia de gerentes cobra uma grande taxa sobre qualquer organização: gerentes são caros, aumentam o risco de tomar decisões erradas, privam funcionários de direitos e retardam o progresso. Na verdade, o gerenciamento pode ser a atividade menos eficiente em qualquer empresa. No entanto, está claro que os mecanismos de mercado por si só não podem fornecer o grau de coordenação e controle que muitas empresas exigem. Existe alguma maneira de obter a flexibilidade de um sistema de mercado e a disciplina de uma hierarquia unida, sem uma superestrutura de gerenciamento? A Morning Star, líder global do mercado em processamento de tomate, prova que existe. A Morning Star, que teve um crescimento de dois dígitos nos últimos 20 anos, não tem gerentes. Isso mesmo: sem chefes, sem títulos, sem promoções. Seus funcionários basicamente gerenciam a si mesmos. Os trabalhadores negociam responsabilidades com seus colegas, qualquer pessoa pode emitir um pedido de compra e cada indivíduo é responsável por adquirir as ferramentas necessárias para realizar seu trabalho. As decisões de remuneração são tomadas por comitês locais eleitos pelos funcionários, e o pagamento reflete as contribuições que as pessoas fazem, não seu status. E se os funcionários se sentirem sobrecarregados ou identificarem uma nova função que precisa ser preenchida, eles simplesmente iniciam o processo de contratação. O modelo de autogestão da Morning Star tem dois pilares: a declaração de missão pessoal e a Carta de Entendimento do Colega, ou CLOU. Em uma declaração de missão pessoal, cada funcionário descreve como ele ou ela ajudará a empresa a atingir suas metas. O CLOU, que deve ser elaborado todos os anos com colegas, é um plano operacional para cumpri-lo. Uma CLOU abrange até 30 áreas de atividade e detalha métricas de desempenho relevantes. O sistema não está isento de desafios e não é para todos. Mas produziu uma força de trabalho dedicada com iniciativa e experiência excepcionais. E seu sucesso mostra que é possível que as organizações transcendem a relação aparentemente intratável entre liberdade e controle.

Primeiro, vamos demitir todos os gerentes

Reprint: R1112B Executives don’t realize it, but a hierarchy of managers exacts a hefty tax on any organization: Managers are expensive, increase the risk of bad decisions, disenfranchise employees, and slow progress. In fact, management may be the least efficient activity in any company. Yet it’s clear that market mechanisms alone can’t provide the degree of coordination and control that many companies require. Is there any way to get the flexibility of a market system and the discipline of a tightly knit hierarchy—without a management superstructure? Morning Star, the global market leader in tomato processing, proves that there is. Morning Star, which has seen double-digit growth for the past 20 years, has no managers. That’s right—no bosses, no titles, no promotions. Its employees essentially manage themselves. Workers negotiate responsibilities with their peers, anyone can issue a purchase order, and each individual is responsible for acquiring the tools needed to do his or her work. Compensation decisions are handled by local committees elected by the employees, and pay reflects the contributions that people make—not their status. And if staffers find themselves overloaded or spot a new role that needs filling, they simply go ahead and initiate the hiring process. Morning Star’s self-management model has two cornerstones: the personal mission statement, and the Colleague Letter of Understanding, or CLOU. In a personal mission statement, each employee outlines how he or she will help the company achieve its goals. The CLOU, which must be hammered out every year with colleagues, is an operating plan for fulfilling it. A CLOU covers as many as 30 activity areas and spells out relevant performance metrics. The system isn’t without its challenges, and it isn’t for everyone. But it has produced a dedicated workforce with exceptional initiative and expertise. And its success shows that it is possible for organizations to transcend the seemingly intractable trade-off of freedom versus control.

Primeiro, vamos demitir todos os gerentes

Resumo.

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