If you want to keep the organization running and you don't want to say anything, you should first secure'fairness'. However, it is easy to say that it is really difficult to secure fairness at the company level. First of all, what is fair, that is, the standards of fairness may differ from position to position. Suppose, for example, that there is a policy of rewarding a branch with a high sales target. Then, simply select the first prize according to the achievement rate and reward it. But what if the first place won a relatively small number of goals this year because of a sharp drop in sales last year, or a significant portion of this year's performance? A branch that received more goals this year because of its good performance last year, or a branch that sold a lot with self-help this year, but whose branch has lost sales due to the departure of its customers? You would consider this policy unfair. In this way,'fairness' may vary depending on the viewing angle.

Another reason why it is difficult to secure fairness is that it is difficult to completely exclude political situations and human relationships when deciding something from the perspective of policy makers. If the person making or deciding on the above policy has been instructed by the top management to do so, or if he has a deep personal relationship with the first-ranking branch manager, he will try to change the evaluation criteria even if he knows there is such an injustice. Will not. "If you take this and that into account, there will be no proper evaluation, it is the fairest thing to do right now," he said.

So I'm also worried. The headquarters has given me some special powers and I am not concluding how to exercise it fairly. Of course, we have negotiated several times with the relevant branch managers, but for the reasons mentioned above, we are unable to reach a conclusion. Suddenly, the story of a painful pop that I heard from an acquaintance of a company in the past came to mind.


He was a branch manager for a logistics company. It is very important that logistics companies have and do not have logistics equipment, as they have to handle a large number of cargoes. If you have the equipment, you have to do things that you can easily do, otherwise, you have to work all night with your hands and feet. In a word, I really struggle with X. So he said to the head office several times, "Please put the equipment here, and the productivity will increase and the company will benefit." The result was always silent. Disappointed with the company's handling, he said he understood. There were several places where they were in such a bad position that they had to contemplate to invest tens of millions of won and billions of won.

One day, however, he was contacted to'put me in' the equipment he hadn't done. The problem is not in their own place, but somewhere else where conditions are better than they are. It's not one, but a few... It was said that he was very angry at the time and asked how he could do this. But a long time later, when I heard the reason, the branch manager, Mac, was released.

"What was the reason? Guess what."

"Isn't that because of suddenly judging it as a place to grow strategically? Or is it because other branch managers cry more at the head office than the branch manager?"

"No, there was a really realistic reason. What was the issue? At that time, a very high person in the country had to visit several logistics companies and say'should' in a sequential way. It actually appeared in the news. That was the reason. When I visited, the company took care of replacing the old equipment with new equipment and installing additional equipment, perhaps because I thought that if the working environment in the place he was visiting was too poor, there could be many problems, so I'm not upset. Many times, I pitifully appealed for the equipment by killing my pride, but I was rejected all the time, and the high one came, so it was installed right away... It's a real blowout."

"That's right. Even if the boss visits Hagiya, it's difficult, but... I'm really upset anyway."

But why did this anecdote suddenly come to mind? This is because there are some implications for the fair enforcement of powers. At that time, I promised myself,'Yeah, don't do that,' but at this point, the question of something different came up. Unlike that time, it may be because I'm getting older and have been through prenatal work, but was the company wrong at the time? The company comes with a greeting that exerts a tremendous influence on them.'There are even worse places. If you want to put in this equipment, you have to give it over there, not here?' If so, this is the result of an idealistic thinking that too disregards reality, and that probably made it difficult for the company to deal with the aftermath of his visit. If fairness in the company was one way to produce better results, fairness in the above case had to be stepped back.

But if you think about it another way, the company has been too one-dimensional. Anyway, the decision caused a sense of alienation (loss of feeling that I wasn't important in the company) and the anger I felt when I was hurt by not only the managers of my company and those who worked there, but maybe all the members. (In this era, I'm sure the company will lose more in the long run if this happens over and over again.)

I think the company made realistic judgments based on the situation at the time, but lacked 2% if it evaluated it more closely. It seems. If the company asked for acquaintances by acquaintances with the acquaintances and related persons, bought a few more equipment to achieve visible equilibrium, or even that was not the case, promised in advance to relocate the equipment after the visit, What would it have been like if we had taken careful measures together? If so, the manager of the branch would not have said anything about the alienation or anguish caused by the company.

Oh, my head hurts more. But there is something caught. Now, we need to make a final decision on how to properly enforce the powers we have been granted.


#In-It #In-It #Kim Chang-Gyu #After all, # Meet'In

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[In-it] tax, tax, gnome tax