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Week 1 Discussion Post 2 - HRMG 6200, Essays (university) of Human Resource Management

The management style of Sun Hydraulics, which emphasizes horizontal management, eliminating intimidation, operational communications, group self-management, the decision-making process, and the ideal employee. The document compares Koski's vision with Dan Pink's factors of autonomy, mastery, and purpose. The document also discusses the importance of purpose-driven motivation over profit-driven motivation. The author provides a personal example of group self-management in their workplace. around 500 words long.

Typology: Essays (university)

2017/2018

Available from 08/18/2022

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Week 1 Discussion – 2nd Post
Bob Koski detailed many different aspects of Sun Hydraulics that would allow it to differentiate
from “more typical organizations” (Sun Hydraulics 3). Koski’s vision depended on the following elements
to illustrate his new design: Horizontal Management, Eliminating Intimidation, Operational
Communications, Group Self-Management, the Decision-Making process and the Ideal Employee. Dan
Pink expressed similar factors such as autonomy, mastery and purpose. When talking about horizontal
management, Koski removed the typical hierarchy structure where there were “no titles, no formal job
description, no special benefits, no reporting relationships and no close supervision” (Sun Hydraulics 3).
Horizontal Management encouraged groups to achieve whatever work that had to be done known as
natural clusters and that “thinking would be a shared responsibility” as well as decision making (Sun
Hydraulics 3). This allowed for more autonomy in the work-place, away from external control thus
allowing the employee to be more independent. Daniel Pink spoke of autonomy and self-improvement;
without the proper independence, an employee may not reach his personal potential in the company.
Koski’s factor of better performance also pertained to autonomy or as Pink defined as “our desire to be
self-directed, to direct our own lives” (Dan Pink 2). Koski wanted to do away with intimidation functions
in the organization in favor of mutual respect with suppliers. Koski explained “in every case the driving
value was to be one of mutual respect” (Sun Hydraulics 3). He continued this philosophy regarding building
a solid working relationship with his suppliers and they “would be trained to understand Sun Hydraulics’
needs and be motivated to respect them out of shared long-term interests” (Sun Hydraulics 3). Motivating
the Sun Hydraulics employees and suppliers to be on the same page and be trained in their needs built a
better working relationship and would lead to better job performance. Operational communications in
Sun Hydraulics was meant to have all employees receive all the pertinent information necessary to
accomplish the company’s operational activities. This was to encourage self-management or self-mastery
as Daniel Pink would call it, give all the employees the information they need and let them decide what
they need to do. Koski’s first task is to dismantle the external power structure that would control
operational communications, allowing everyone to have equal access to any information they would
need.
Just as Koski explained it, “open communications would allow employees to schedule their own
work” and an area that Sun Hydraulics outperformed in was their “emphasis on open communications
and self-direction” (Sun Hydraulics 4). Dan Pink spoke of autonomy as a factor of motivation and would
agree with Koski. Pink also provided an example of Atlassian who allowed their employees to work on
“anything [they] want…[they] can work on it with whomever they want[ed]” as well (Dan Pink 2). Pink
outlined this as a “fun meeting” and not a “star chamber session.” Koski applied this to his employees in
when speaking of reducing their production scheduling issues. Koski believed each employee would be
invigorated to work on the problem from their own personal perspective and the “collective solutions
would be more comprehensive and easier to implement” (Sun Hydraulics 4). According to Pink, “one day
of autonomy produces things that had never emerged” (Dan Pink 3). Atlassian told their developers that
they would essentially get out of their way and let them do something exciting and they created entities
or devices that had never been brought up. Allowing for self-management or autonomy endowed the
employee with purpose. Koski’s model which allowed for natural clusters saw that when these cluster of
employees included “both office and plant people working together…to develop new products or
processes” (Sun Hydraulics 4). The idea of having employees feeling responsible for their peers rather
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Week 1 Discussion – 2nd^ Post Bob Koski detailed many different aspects of Sun Hydraulics that would allow it to differentiate from “more typical organizations” (Sun Hydraulics 3). Koski’s vision depended on the following elements to illustrate his new design: Horizontal Management, Eliminating Intimidation, Operational Communications, Group Self-Management, the Decision-Making process and the Ideal Employee. Dan Pink expressed similar factors such as autonomy, mastery and purpose. When talking about horizontal management, Koski removed the typical hierarchy structure where there were “no titles, no formal job description, no special benefits, no reporting relationships and no close supervision” (Sun Hydraulics 3). Horizontal Management encouraged groups to achieve whatever work that had to be done known as natural clusters and that “thinking would be a shared responsibility” as well as decision making (Sun Hydraulics 3). This allowed for more autonomy in the work-place, away from external control thus allowing the employee to be more independent. Daniel Pink spoke of autonomy and self-improvement; without the proper independence, an employee may not reach his personal potential in the company. Koski’s factor of better performance also pertained to autonomy or as Pink defined as “our desire to be self-directed, to direct our own lives” (Dan Pink 2). Koski wanted to do away with intimidation functions in the organization in favor of mutual respect with suppliers. Koski explained “in every case the driving value was to be one of mutual respect” (Sun Hydraulics 3). He continued this philosophy regarding building a solid working relationship with his suppliers and they “would be trained to understand Sun Hydraulics’ needs and be motivated to respect them out of shared long-term interests” (Sun Hydraulics 3). Motivating the Sun Hydraulics employees and suppliers to be on the same page and be trained in their needs built a better working relationship and would lead to better job performance. Operational communications in Sun Hydraulics was meant to have all employees receive all the pertinent information necessary to accomplish the company’s operational activities. This was to encourage self-management or self-mastery as Daniel Pink would call it, give all the employees the information they need and let them decide what they need to do. Koski’s first task is to dismantle the external power structure that would control operational communications, allowing everyone to have equal access to any information they would need. Just as Koski explained it, “open communications would allow employees to schedule their own work” and an area that Sun Hydraulics outperformed in was their “emphasis on open communications and self-direction” (Sun Hydraulics 4). Dan Pink spoke of autonomy as a factor of motivation and would agree with Koski. Pink also provided an example of Atlassian who allowed their employees to work on “anything [they] want…[they] can work on it with whomever they want[ed]” as well (Dan Pink 2). Pink outlined this as a “fun meeting” and not a “star chamber session.” Koski applied this to his employees in when speaking of reducing their production scheduling issues. Koski believed each employee would be invigorated to work on the problem from their own personal perspective and the “collective solutions would be more comprehensive and easier to implement” (Sun Hydraulics 4). According to Pink, “one day of autonomy produces things that had never emerged” (Dan Pink 3). Atlassian told their developers that they would essentially get out of their way and let them do something exciting and they created entities or devices that had never been brought up. Allowing for self-management or autonomy endowed the employee with purpose. Koski’s model which allowed for natural clusters saw that when these cluster of employees included “both office and plant people working together…to develop new products or processes” (Sun Hydraulics 4). The idea of having employees feeling responsible for their peers rather

than a supervisor imposing their own rules or forms of control is a form of self-management and allowing the employees to have more independence. “For example, shop safety rules would be written by the workers involved who afterwards would be responsible for their implementation” (Sun Hydraulics 5). Without any external pressure, the employees were able to lay out the task and implement it. The decision-making process should be free of its traditional roles of author, executive, expert and soldiers. Soldiers who are most affected by the decision each day should be the primary consultants. Koski “expected the decision discovery process to enhance both the quality and the implementation rate of the decisions that resulted” Sun Hydraulics 5). Koski also spoke about the “ideal employee” and the employee’s ability to accurately judge their own competencies, Koski “planned to focus on accurate self- assessment as a critical asset” for his employees (Sun Hydraulics 5). If these employees endorsed proper self-assessment, then they would be able to master their job. Dan Pink spoke about mastery in a linked sense with Koski, “mastery is our urge to get better at stuff…we like to get better at stuff” (Dan Pink 3). Pink explains this is self-fulfilling and not driven by money but by the idea of getting better at it because it is satisfying. The ideal employee as Koski termed it should be able to evaluate themselves and their competencies with fellow workers or else they cannot improve. For example, if an office worker is in a natural cluster with a factory worker, the office worker should be able to see his own competency limits and be motivated to learn and improve their own skills within the company by listening to the factory worker if the task required him to think outside of his own skills. There is no monetary value attached, only self-satisfaction to develop into a better employee. Pink sees mastery as a proper motivator and is relatable to Koski’s idea of the “ideal employee.” Pink sums it up by saying employees do this because “challenge and mastery, along with making a contribution” are powerful motivators (Dan Pink 3). Motivating employees by money simply won’t work. There are no special benefits in Koski’s model and it related to Pink as it would be best to “pay people enough to take the issue of money off the table…pay people enough so that they’re not thinking about money and they are thinking about the work” only (Daniel Pink 2). Employees will look at money differently and “maybe that $50 or $60 prize [as an incentive] isn’t sufficiently motivating” and a company would be better served paying people enough, so money is not thought of and the company’s purpose is. Pink and Koski share the same idea of special benefits or incentives, believing this would deter from the company’s goals where the attention should be kept. Incentivizing employees to complete basic everyday tasks had a negative effect as the employees would be driven by money to complete these “rudimentary” chores instead of purpose driven. The driving force of an employee should be purpose driven and not profit driven because as Pink stated, “when the profit motive becomes [unchecked] from the purpose motive, bad things happen (Dan Pink 3). I personally work at Cedars Sinai and manage the clinics for patients awaiting organ transplants. Most of our solutions are gathered by using group self-management. For example, the MDs, RNs, management assistants, clinical coordinators, and clinical organizers come together to form a group or natural cluster. We survey the positives and negatives and how to be more effective and everyone’s voice is heard and relayed to the clinical manager to become more efficient. Creating these clusters is not mandated but we all believe it is necessary to enhance our productivity and improve care for the patients overall. We also do not receive incentives for creating a better way for chart preparation or organization structure as these must be maintained without the thought of pay raises and is more purpose driven to improve the care of our patients. Annual raises are given based on job performance and survey of pertinent staff just as it was with Sun Hydraulics. The satisfaction I receive is improving the quality of care for our patients and not dollars and cents. One of the elements of Koski’s model was operational