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Our philosophy




Background: Leadership based on the system:  A Manager must meet his goals! Business, professional, or ethical goals. Irrespective of whether goals are personal, or managerial; if management believes they are unattainable, because they are unrealistic or unprofessional, the manager is obliged to speak up in time! The moment he agrees to the goals, they become his goals!!!Meeting business goals and maintaining Process Control, are the bread and butter of a modern manager. He has to constantly "keep his finger on the pulse" and to "read the map" to produce results.


The primary goal of any company is to be an economically effective profit unit! This does not just provide a salary for the manager, and results for shareholders. Employees, suppliers, clients and their families are all dependent on the manager’s wisdom and business decisions for their livelihood! Were the organization to collapse, there would be myriad casualties!!!The second goal is personal achievements. A manager is valued for his ability to pilot the organization and its staff towards their goals.


A manager wants to know everything, and to know it now! He is personally responsible for results, and sometimes is the first to "pay the price" for his errors (especially if they have economic repercussions). How can you reach every employee?How can a manager influence and be of assistance in the employees’ decision-making process?How can a manager help his staff in a way that leads to the economic growth of the organization?And most important! How do you meet goals!!! And without it bringing you to emotional collapse?The manager is the expert!Management is his expertise!!!


That’s even more than his professional training: computers, medicine, technical fields, etc.The first thing he must comprehend is that there are other experts close by!!! So the modern manager must be an expert in managing experts!This is not just a slogan. And despite the fact that most managers will nod their heads in agreement, most of them practice centralized management. Why? 1. The desire to produce results (here and now!!!). Sometimes they are unwilling to rely on their employees.ý3. Maybe they are not needed, if the organization can function well without them.  



Employees may complain about a centralized manager, but surprisingly enough, in their hearts, they are often glad that someone is making their decisions for them (sometimes the important ones). The managers end up being responsible for these decisions (since they made them!)ý ýand thereby remove responsibility and the pressure of making professional decisions and value judgments from the employee’s shoulders. If the organization meets its goals, provides good service to its customers and employment to its employees, and of course profits for the managers and stockholders, what's the problem?

The Real World – Living in the land of uncertainty.Modern management is management in a changing environment.Technologies change, and bring about changes. Clients are looking for different solutions and have new needs. Competitors are constantly improving. Therefore a manager must have the latest information at hand, not today, but yesterday!

He must be prepared for tomorrow's changes: planning today prevents problems tomorrow. He must foresee what the future will bring, and prepare technology, training, and other means to cope with it. The problem is that the present is
also a constantly changing reality. Every day managers face problems they hadn't planned for, with customers, with employees, and even with management.

They are forced to make fast, efficient, and high-quality decisions, but sometimes it's not the managers who make the decisions, but rather the employees themselves!Will employees make high-quality decisions? Would the manager have made the same decision? Check the results! Can you meet the goals you set? Are customers satisfied with service and products? Are you undergoing constant growth? Is management satisfied with your accomplishments, and interested in promoting you? Are you satisfied with yourself? If you answered ‘Yes” to most of those questions, then you're moving in the right direction; don't change anything! Protect your organization, it’s on target! If you had some 'No's', get ready for some changes! This requires a conceptual change, a change in approach! It will be painful; not physically, but get ready to be shaken up!!! First of all, the manager must surrender his authority and sense of control over his people and controlling the details.


At the same time, he must bring about growth in the organization and the people around him. Most important is his development and personal growth as a person and as a manager!!! Decentralized management - managing through other people.Decentralized management necessitates that the manager learns to rely on other people. He is required to grant them authority, to "loosen the reins."ý ýIt's important to know that they will most likely make mistakes along the way! A decentralized manager takes personal responsibility for his employees' decisions, even when they err!!! Remember that "decentralized" doesn't mean "scattered." It doesn't mean lack of supervision over what is happening.


"Decentralized" doesn't mean that the manager steps down from a position of authority, or loses "managerial distance," or abandons his place in the organizational hierarchy. This is an entirely different management theory! A theory that moves from expecting a manager to determine the path and mark out the orientation, to one where he develops his staff to the point where the organization can continue to operate without the constant presence of the manager for decisions and choices. We believe that with a properly built organizational structure it is possible to reach the state where the manager may not be visible at all time, but his presence is certainly felt!


The manager's presence permeates the offices and the hallways, extends to each and every one of the employees and their families, reaching down to the entire community of customers and users. What is the "Ethos of the Workplace?"You can't see ethos any more than you can see the wind, but both can be felt! How do you know that it's blustery outside? By looking at the impact of the wind!!!At the movement of the leaves and swaying of branches. Likewise the behavior of employees under normal operations or under pressure is a microcosm of the ethos of the manager and of the organization!!!(Like at home, where the behavior of children is a reflection of the ethos of the parents.)


How do you build the spiritual scaffolding of a company? Such that the employees will be aware of and sense the ethos of the manager and the organization? How do you lead them to function and make high-quality decisions even when they're on their own, without support or direction from the manager? In order to build the spiritual structure of an organization one first must come to terms with the requirement of a modern manager, which extends beyond management, he must be a leader to his employees!!!


From that foundation, he can build the ethos of the organization. What is Modern Management? Management is the ability to motivate people to fulfill tasks! The ideal way to motivate people uses the minimum amount of managerial authority! The test of a manager is over the long term! Is the manager's authority momentary, or does it extend over years, to the point where his/her constant physical presence is unnecessary.


In other words, the test of a modern manager is his ability to meet the organization's goals without needing to be in situ at all times. What's left of an organization when the manager is not there? The ethos of the organization! The manager's ethos is an organizational management tool which can influence the behavior of employees and affect their decision making! A manager who adopts this management system can shape the behavioral norms of his employees in the image of the company, and in his image!!! Important: In Ethika's philosophy, management qualities are not inborn; they are a potential inherent in everyone!!! In every employee!!! Part of modern management is the ability to identify the leadership potential of each employee, to develop it, and to empower him.


A manager who believes in himself and in his abilities, who is familiar with his strengths and his weaknesses, and feels himself to be a leader in the organization, will not fear the success of his employees, or be worried that they will overshadow him or supersede his leadership! The more that a manager invests in his employees, without being aware of it, he is also investing in himself, and forcing himself to continue to develop. In this manner the entire organization "flowers" into new goals and new paths which bring personal and economic satisfaction to the manager and the organization!


Ethos of the Organization The ethos of the organization is a fabric woven from the central values of the organization. These core values (made up of guiding principles for all the employees of the organization - both management and lower level employees) are the building blocks from which the desired ideal is built. They don't explain the "how!" They point in a direction, like a spotlight. A manager switches on and carries out upkeep on the spotlights in an organization. The fabric of core values is also the spiritual DNA of the organization.


The manager uses his managerial abilities to shape and influence the long-term performance of his employees, even when he isn't physically present. An organization that is committed to its values instills them in their employees as a way-of-life, and establishes policy, practices, and regulations which embed and extend the values, and can preserve the ethos of the organization over the long term. Employees will identify with the organization, and lead it into a brighter future. Managers who understand that their managerial role includes the individual development of each of their employees, will develop themselves, and therefore also their organization.


When suppliers and customers sense that the organization that they chose to work with is not just a business concern, but expresses values, norms, and exhibits consistent and transparent behavior, they develop loyalty to the company and its products. Even in hard times, or if the company errs in judgment, they will prefer to stick to an organization with values over its competitors. Part of that loyalty often includes marketing the company and its products to friends and business partners. The families of employees and management will support the organization, because they feel it contributes to the individual, and therefore to the family.In conclusion:Managers who understand that the way to personal success is awareness and a sense that they lead the organization, will attempt to develop both their own and their employees’ managerial capabilities, and in so doing will guarantee the success and the future of the organization.



Use of the masculine "his" in the articles on this website is for convenience only. All items on the website refer and are addressed equally to men and women. The content and information on this website may not be used for commercial purposes, including to form part of a printed or electronic database. It may not be copied, printed, photographed, saved, published or backed up, or transmitted or transferred to any other entity. The website may not be translated into any language without obtaining Ethika's prior, written consent.