Social responsibility of organization
Social responsibility is an intrinsic problem of organizational society. Organizations have social power. An organization has the right to decide whether to hire someone, to fire someone, to promote someone, and to establish rules or disciplines necessary to produce results.
However, even with an organization that has social power, the social force of the organization must balance with responsibility. Otherwise, the social force becomes dictatorship. Power that does not take responsibility can not accomplish anything.
Every organization must take full responsibility for its impact on employees, the environment, customers and everything else. However, what an organization does with good intentions does not always result in the right socially. An organization that is willing to take responsibility for something that is not capable of doing it on its own can also be irresponsible.
Organization for Performance
Organizations must be purpose-built and always specialized. Organizations are defined by the tasks they perform on their own. For example, the orchestra plays only music. They do not take care of patients like hospitals. The hospital cares for the patient but does not play professional music like an orchestra.
In fact, organizations can do their part when they are focused on just one task. An organization is a tool, and the more specialized it is, the greater its ability to perform a given task.
To maximize the capabilities of an organization, it is necessary to organize the individuals belonging to the organization into experts with expertise in limited field and clearly define the mission of the organization. Also need to be able to bring together organizations to achieve results through a common mission that all members of the organization can focus on and recognize.
Without a clear mission, organizations lose value and trust as an organization. As a result, the “experts” needed to achieve results can also be lost. In particular, the more knowledge workers there are in the organization, the more likely they are to leave or move to another organization. Knowledge workers are the company’s largest asset.
As an organization strives to sell its products and services to the market, they need to be promotion of themselves in order to have great human resources. Organizations must attract and hold people. To do this, they must be able to recognize their ability and motivate them to work with the appropriate compensation. Organizations must also make an effort to devote and satisfy to workers.
Knowledge workers own their “means of production”. It is knowledge. In other words, they are very independent and highly mobile. Knowledge workers, of course, need to know more about their profession than any other person in their organization. If a knowledge worker does not do that, it can become a fundamentally useless entity.
This content is based on Professor Peter Drucker’s book “The Essential Drucker on Individuals”.