Difference between revisions of "Officience - Management principles"
| (3 intermediate revisions by the same user not shown) | |||
| Line 1: | Line 1: | ||
| − | + | [[File:Liverpool_FC_Istanbul_2005.png]] | |
| + | |||
| + | |||
| + | == Management Principles : LOVER == | ||
| + | |||
| + | |||
| + | Management principles were developed in part by Ngoc Thu TRAN THI in 2011. | ||
| + | |||
| + | They were completing [[Officience_-_Core_values|"COSMIC" core values]] (YEAH "COSMIC LOVER" !) and were helping to guide managerial decisions. | ||
| + | |||
| + | "Management" became progressively obsolete vocabulary in Officience when moving formally to new organizational model in 2014. Those principles, as part of Officience history and culture, might continue to help every offy in making decisions in Officience . They are "L-O-V-E-R" as in : | ||
| + | * '''L'''earning Lifestyle | ||
| + | * '''O'''rganisationally Big | ||
| + | * '''V'''ietnam Mix | ||
| + | * '''E'''ntrusted | ||
| + | * '''R'''esponsible together | ||
| + | |||
| + | === Learning Lifestyle === | ||
| − | |||
| − | |||
We believe in people's potential to grow up (quick) and to deliver. We all acknowledge that we have a scope of responsibility that is bigger than ourselves, and that room to grow is in every direction. We realize we must learn continuously in our daily job, but also we seize every opportunity to teach our knowledge to others. We spend time to coach, closely monitor our performance. We take risks and tolerate first-time failure provided that a lesson is learned and that it has for consequence that same mistake never happen again. | We believe in people's potential to grow up (quick) and to deliver. We all acknowledge that we have a scope of responsibility that is bigger than ourselves, and that room to grow is in every direction. We realize we must learn continuously in our daily job, but also we seize every opportunity to teach our knowledge to others. We spend time to coach, closely monitor our performance. We take risks and tolerate first-time failure provided that a lesson is learned and that it has for consequence that same mistake never happen again. | ||
We promote the learning culture by encouraging people to ask questions, show their curiosity and innovate. | We promote the learning culture by encouraging people to ask questions, show their curiosity and innovate. | ||
| − | + | === Organisationally Big === | |
As we keep permanently an eye on our long-term ambition to become a 1 000-people company, we prepare our organisation with this picture in mind. All our policies and procedures need to be designed with the scalability to grow multi-site, multi-countries. Short-term necessities will never lead us to compromise on our values or long-term vision, but be at worst resolved by short-term measures until we reach confidence on a definitive policy that fulfills our needs with complete satisfaction. We are willing to pay the price of a short-term discomfort due to lack of policy, until we find the one that fits best our core values. | As we keep permanently an eye on our long-term ambition to become a 1 000-people company, we prepare our organisation with this picture in mind. All our policies and procedures need to be designed with the scalability to grow multi-site, multi-countries. Short-term necessities will never lead us to compromise on our values or long-term vision, but be at worst resolved by short-term measures until we reach confidence on a definitive policy that fulfills our needs with complete satisfaction. We are willing to pay the price of a short-term discomfort due to lack of policy, until we find the one that fits best our core values. | ||
| − | + | === Vietnam Mix === | |
We are fully engaged into the challenge of creating our own working style, inspired by both western and Vietnamese cultures. We acknowledge the pros and cons of both and our aim is to blend them into something carrying the best of both worlds. We are proud to be Vietnamese but don't brag. We adapt to our customer's thinking and expectation, while seeking out to pleasantly surprise them with our "out of their box" way of thinking, leading to innovative behavior at work. | We are fully engaged into the challenge of creating our own working style, inspired by both western and Vietnamese cultures. We acknowledge the pros and cons of both and our aim is to blend them into something carrying the best of both worlds. We are proud to be Vietnamese but don't brag. We adapt to our customer's thinking and expectation, while seeking out to pleasantly surprise them with our "out of their box" way of thinking, leading to innovative behavior at work. | ||
| − | + | === Entrusted! === | |
If someones applies for a job without showing evidence of his qualification (and if we have no evidence of non-qualification), we credit him by default and give him a chance to show his ability to learn. By taking this risk, in case of failure, we acknowledge that this risk was consciously taken by both the manager and staff, fix the problem first, and then the process, with no finger pointing. We expect everyone to openly recognize the facts and share experience, and that trust to be preserved between staff and manager despite adversity. | If someones applies for a job without showing evidence of his qualification (and if we have no evidence of non-qualification), we credit him by default and give him a chance to show his ability to learn. By taking this risk, in case of failure, we acknowledge that this risk was consciously taken by both the manager and staff, fix the problem first, and then the process, with no finger pointing. We expect everyone to openly recognize the facts and share experience, and that trust to be preserved between staff and manager despite adversity. | ||
| − | + | === Responsible Together === | |
Managers are accountable for their staff's success, but staff are also responsible for their manager's (and company's) achievements. In case of failure, each party need to ask himself what he/she could have done better. Staff need to feel concerned with their manager's worries, and help him/her in his/her management duties (share information, motivate the team, etc.), recognizing that no one is perfect. Managers need to wonder how they can improve their staff's performance, and realize the impact of their behavior in the staff's attitude. Likewise, developing staff's career and employability is also a shared concern between staff and manager. | Managers are accountable for their staff's success, but staff are also responsible for their manager's (and company's) achievements. In case of failure, each party need to ask himself what he/she could have done better. Staff need to feel concerned with their manager's worries, and help him/her in his/her management duties (share information, motivate the team, etc.), recognizing that no one is perfect. Managers need to wonder how they can improve their staff's performance, and realize the impact of their behavior in the staff's attitude. Likewise, developing staff's career and employability is also a shared concern between staff and manager. | ||
| − | |||
| − | + | '''Note :''' | |
| + | |||
| + | Don't hesitate to ask more about those ideas and contribute. | ||
| + | |||
| + | ==See also== | ||
| + | *[[Officience_-_Mission|Officience Mission]] | ||
| + | *[[Officience_-_Causes|Officience Causes]] | ||
| + | *[[Officience_-_Core_values|Officience Core values]] | ||
| − | + | ==References== | |
| + | *[https://docs.google.com/document/d/1nBzXwh09gQ9-1HDg8VeQOYeDLtZggfN_wyJWtSxD6Jk COSMIC LOVER (Ngoc Thu, 2011. Updated 2017)] | ||
Latest revision as of 10:47, 20 November 2017
Contents
Management Principles : LOVER
Management principles were developed in part by Ngoc Thu TRAN THI in 2011.
They were completing "COSMIC" core values (YEAH "COSMIC LOVER" !) and were helping to guide managerial decisions.
"Management" became progressively obsolete vocabulary in Officience when moving formally to new organizational model in 2014. Those principles, as part of Officience history and culture, might continue to help every offy in making decisions in Officience . They are "L-O-V-E-R" as in :
- Learning Lifestyle
- Organisationally Big
- Vietnam Mix
- Entrusted
- Responsible together
Learning Lifestyle
We believe in people's potential to grow up (quick) and to deliver. We all acknowledge that we have a scope of responsibility that is bigger than ourselves, and that room to grow is in every direction. We realize we must learn continuously in our daily job, but also we seize every opportunity to teach our knowledge to others. We spend time to coach, closely monitor our performance. We take risks and tolerate first-time failure provided that a lesson is learned and that it has for consequence that same mistake never happen again. We promote the learning culture by encouraging people to ask questions, show their curiosity and innovate.
Organisationally Big
As we keep permanently an eye on our long-term ambition to become a 1 000-people company, we prepare our organisation with this picture in mind. All our policies and procedures need to be designed with the scalability to grow multi-site, multi-countries. Short-term necessities will never lead us to compromise on our values or long-term vision, but be at worst resolved by short-term measures until we reach confidence on a definitive policy that fulfills our needs with complete satisfaction. We are willing to pay the price of a short-term discomfort due to lack of policy, until we find the one that fits best our core values.
Vietnam Mix
We are fully engaged into the challenge of creating our own working style, inspired by both western and Vietnamese cultures. We acknowledge the pros and cons of both and our aim is to blend them into something carrying the best of both worlds. We are proud to be Vietnamese but don't brag. We adapt to our customer's thinking and expectation, while seeking out to pleasantly surprise them with our "out of their box" way of thinking, leading to innovative behavior at work.
Entrusted!
If someones applies for a job without showing evidence of his qualification (and if we have no evidence of non-qualification), we credit him by default and give him a chance to show his ability to learn. By taking this risk, in case of failure, we acknowledge that this risk was consciously taken by both the manager and staff, fix the problem first, and then the process, with no finger pointing. We expect everyone to openly recognize the facts and share experience, and that trust to be preserved between staff and manager despite adversity.
Responsible Together
Managers are accountable for their staff's success, but staff are also responsible for their manager's (and company's) achievements. In case of failure, each party need to ask himself what he/she could have done better. Staff need to feel concerned with their manager's worries, and help him/her in his/her management duties (share information, motivate the team, etc.), recognizing that no one is perfect. Managers need to wonder how they can improve their staff's performance, and realize the impact of their behavior in the staff's attitude. Likewise, developing staff's career and employability is also a shared concern between staff and manager.
Note :
Don't hesitate to ask more about those ideas and contribute.
