The changes taking place in the economy and society force us to consider the
structures of organizations in shorter time frames than we once did. A large number
of managers pursue a strategy of constant reorganizing and restructuring; therefore
things are in constant motion. This frantic, constant reorganization produces leth-
argy and fear among the employees, who are moved back and forth like pieces in
a chess game. People can adapt to changes, but also need periods of stability and
peace. Otherwise the productivity and the company will suffer.
Malik has also examined this problem, which will be dealt with in more detail in
Chap. 3. “Organizational changes are comparable to invasive surgery without proper
anesthesia. Good surgeons know that one does not cut without need or without
anesthesia” (Malik 2001, p. 192). As with effective surgeons, effective managers
also possess these skills. They reorganize only if change is truly needed, not just for
the sake of change. If it is necessary, effective managers will notify the employees
of the change and the new guidelines. Organizations are not lifeless, abstract things.
They are like individuals, which Malik feels is best illustrated in three basic
questions: How do we organize ourselves so that customer service and satisfaction
is the most important topic? How do we organize ourselves so that our employees
are sufficiently paid and receive proper feedback? How do we organize ourselves so
that the management is paid and receives feedback? The organization must suc-
cessfully answer these questions in order to thrive. Badly managed organizations
have clear symptoms, such as breeding poor management, having too many
meetings, and overwhelming their personnel with too many tasks, coupled with
unclear directions or plans. Malik also lists another symptom, though I do not agree
with him on this point: widely “spread-out” working. Here I feel he misses the
mark, as interlaced and interdisciplinary thinking and working have become a
necessity in the modern world. The reasons for this are described in Chap. 1.
Third Task: Decision-Making
Decisions are a substantial aspect of leadership. Whoever is capable of making
decisions is a manager, regardless of their title and position; whoever is not capable
of doing so, is not a manager, which is why it is a sad truth that there are many
impostors who hold executive positions in Germany.
Most managers ignore information too readily before making a decision. They
believe they have the ability to recognize what the problem is and the type of action
needed. Yet major decisions with far-reaching consequences must be viewed from a
variety of sources free from vague assumptions. If the problem is misunderstood, a
correct decision cannot be made. A dangerous illusion is that the best mangers make
many fast decisions. The opposite is true. Good managers will make few decisions,
and these will be based on due reflection, not intuition, states Malik. They are aware
that decision-making may bring about unwanted consequences, namely, more work
and expense than if the problem and decision had thoroughly been thought through
beforehand.
It is of course also possible to decide on an issue too slowly and thus immobilize
the organization. There is no absolute certainty; as it is impossible to consider all
information and outcomes, a certain element of risk will always remain. Above all,
36 2 Occupation or Calling: What Makes for Good Leadership?