Management problems in the fairy tale turnip. Useful "business tales"

Grandfather planted a turnip

(apparently, this is an “industry fairy tale” about an agricultural company, and at the start-up stage of the business)

and the turnip grew big and big

(obviously, my grandfather bought the seeds from the Dutch, who came to us in the spring for an agricultural exhibition in Russia)

Grandfather began to pull turnips from the ground

(which indicates that this agricultural company still uses manual labor to a greater extent)

He pulls and pulls, but he can’t pull it out.

(which was what needed to be proven: the use of elite seeds without the use of modern planting, harvesting, high-performance imported equipment will give a much worse result than is possible with the use of modern agricultural technologies)

Grandfather called grandma.

Grandma for grandfather, grandfather for turnip: they pull and pull, but they can’t pull it out.

(which once again indicates that at the initial stage you need to have sufficient capital to purchase equipment; manual labor, even cheap labor, is ineffective.

In addition, judging by the description below, there are no other employees in the company, and the grandmother most likely worked as the chief accountant of the enterprise. And it is at this point that you begin to understand that knowledge is power. Grandma, working as a financial specialist for a company, most likely was not aware of modern leasing schemes for purchasing imported agricultural equipment. This is due to the fact that she is constantly distracted by other work, without receiving the proper qualifications either in finance or in agricultural technology. Moreover, while helping her grandfather, she will have to stay after work to prepare the quarterly report in a timely manner (from the description it is clear that we are talking about the end of the 3rd quarter of the company’s activity - the time of ripening of root crops).

The grandmother called her granddaughter.

(here the author of the tale notes the most important stage in establishing management in the company. Note that it is not the grandfather who calls his granddaughter, but the grandmother. The grandfather (probably the head of the company) delegated to the grandmother (his financial assistant) the authority to use other specialists of the agricultural company - in this case, the granddaughter. It is obvious adaptive organizational structure of the enterprise).

The granddaughter for the grandmother, the grandmother for the grandfather, the grandfather for the turnip: they pull and pull, but they cannot pull it out.

(here we can assume, since there is no description of the granddaughter’s parents, that the granddaughter is the daughter of a businessman who believes that a child should be introduced to work from childhood, this is the right approach to raising a future manager of an agricultural firm, almost like in the story with Lee Iacocca).

The granddaughter called to Zhuchka.

(I emphasize that delegation permeates the entire company, it does not use an autocratic management system: the granddaughter is entrusted with calling Zhuchka herself.

At the same time, however, apparently, the author describes precisely a Russian company, where violation of the division of labor is the norm. The bug, instead of doing its direct responsibilities - guarding the house, is involved (without, it should be noted, sufficient knowledge and experience) in a new job for it - the result of a violation division of labor– can be seen from the continuation of the fairy tale about the agricultural company).

A bug for a granddaughter, a granddaughter for a grandmother, a grandmother for a grandfather, a grandfather for a turnip: they pull and pull, but they can’t pull it out. Bug called the cat.

(the author of the fairy tale gives us an example of how a violation of the division of labor ultimately leads to the need to use crisis management. How else can we perceive joint work to achieve the priority goal of a company of such eternally warring individuals as a dog and a cat.)

The cat for the Bug, the Bug for the granddaughter, the granddaughter for the grandmother, the grandmother for the grandfather, the grandfather for the turnip: they pull and pull, but they can’t pull it out.

(Of course, according to accounting, it would be more expensive to call a couple of neighbors. But if you calculate the time costs, which in Russia are not considered important, then it turns out to be much more expensive, and considering opportunity cost- while the cat, also participating in the collective violation of the division of labor, is pulling a turnip, the mice probably also spoiled the grain - the losses of the farm are obvious).

The Cat clicked the Mouse.

(At this point it is already obvious that the general director of the company - the old man - made a useful, but timely, albeit expensive decision - he hired a management consultant. But there will be even more losses if the turnip, grown with such difficulty, disappears and there is nothing to pay for the loan in a jar, received as collateral for a future harvest of root crops)

And who else, if not a management consultant, suggested using such a modern management tool, little known in Russia, as - strategic cooperation. Look - an obvious competitor (in this case, a mouse - she doesn’t work for my grandfather’s agricultural company) has been brought in to work together.

Another positive point that the author of the fairy tale describes to us is the use of another useful management tool - project management– a variety of specialists are involved in the group pulling the turnip.

However, instead of the mouse (a competitor who has become a useful partner), think a little with his mouse head that it might be better to gnaw on part of the root, which he can do well (theory root competencies, who doesn’t know this, download the term on the Internet). But the mouse continues to move in the direction of what the French specialist Edward de Bono called psychological inertia- she does what others are already doing to no avail - she pulls a turnip)

A mouse for a cat, a cat for a bug, a bug for a granddaughter, a granddaughter for a grandmother, a grandmother for a grandfather, a grandfather for a turnip: they pull and pull - they pulled out the turnip.

(the only consolation provided by the author of the tale is good coordination collaboration - the result is achieved. And it was probably the grandfather who gave the command - when to pull, when to rest, so that, putting it into practice Frederick Taylor's principles, to achieve maximum impact from such a diverse team, that is, accepted the key management decisions- when exactly to pull, who to put behind whom “in line for the turnip”, etc.).

(Tale from V. Tokarev’s book “Russian Management”)

Grandfather planted a turnip

(apparently, this is an “industry fairy tale” about an agricultural company, and at the start-up stage of the business)

and the turnip grew big and big

(obviously, my grandfather bought the seeds from the Dutch, who came to us in the spring for an agricultural exhibition in Russia)

Grandfather began to pull turnips from the ground

(which indicates that this agricultural company still uses manual labor to a greater extent)

He pulls and pulls, but he can’t pull it out.

(which was what needed to be proven: the use of elite seeds without the use of modern planting, harvesting, high-performance imported equipment will give a much worse result than is possible with the use of modern agricultural technologies)

Grandfather called grandma.

Grandma for grandfather, grandfather for turnip: they pull and pull, but they can’t pull it out.

(which once again indicates that at the initial stage you need to have sufficient capital to purchase equipment; manual labor, even cheap labor, is ineffective.

In addition, judging by the description below, there are no other employees in the company, and the grandmother most likely worked as the chief accountant of the enterprise. And it is at this point that you begin to understand that knowledge is power. Grandma, working as a financial specialist for a company, most likely was not aware of modern leasing schemes for purchasing imported agricultural equipment. This is due to the fact that she is constantly distracted by other work, without receiving the proper qualifications either in finance or in agricultural technology. Moreover, while helping her grandfather, she will have to stay after work to prepare the quarterly report in a timely manner (from the description it is clear that we are talking about the end of the 3rd quarter of the company’s activity - the time of ripening of root crops).

The grandmother called her granddaughter.

(here the author of the tale notes the most important stage in establishing management in the company. Note that it is not the grandfather who calls his granddaughter, but the grandmother. The grandfather (probably the head of the company) delegated to the grandmother (his financial assistant) the authority to use other specialists of the agricultural company - in this case, the granddaughter. It is obvious adaptive organizational structure of the enterprise).

The granddaughter for the grandmother, the grandmother for the grandfather, the grandfather for the turnip: they pull and pull, but they cannot pull it out.

(here we can assume, since there is no description of the granddaughter’s parents, that the granddaughter is the daughter of a businessman who believes that a child should be introduced to work from childhood, this is the right approach to raising a future manager of an agricultural firm, almost like in the story with Lee Iacocca).

The granddaughter called to Zhuchka.

(I emphasize that delegation permeates the entire company, it does not use an autocratic management system: the granddaughter is entrusted with calling Zhuchka herself.

At the same time, however, apparently, the author describes precisely a Russian company, where violation of the division of labor is the norm. The bug, instead of doing its direct responsibilities - guarding the house, is involved (without, it should be noted, sufficient knowledge and experience) in a new job for it - the result of a violation division of labor– can be seen from the continuation of the fairy tale about the agricultural company).

A bug for a granddaughter, a granddaughter for a grandmother, a grandmother for a grandfather, a grandfather for a turnip: they pull and pull, but they can’t pull it out. Bug called the cat.

(the author of the fairy tale gives us an example of how a violation of the division of labor ultimately leads to the need to use crisis management. How else can we perceive joint work to achieve the priority goal of a company of such eternally warring individuals as a dog and a cat.)

The cat for the Bug, the Bug for the granddaughter, the granddaughter for the grandmother, the grandmother for the grandfather, the grandfather for the turnip: they pull and pull, but they can’t pull it out.

(Of course, according to accounting, it would be more expensive to call a couple of neighbors. But if you calculate the time costs, which in Russia are not considered important, then it turns out to be much more expensive, and considering opportunity cost- while the cat, also participating in the collective violation of the division of labor, is pulling a turnip, the mice probably also spoiled the grain - the losses of the farm are obvious).

The Cat clicked the Mouse.

(At this point it is already obvious that the general director of the company - the old man - made a useful, but timely, albeit expensive decision - he hired a management consultant. But there will be even more losses if the turnip, grown with such difficulty, disappears and there is nothing to pay for the loan in a jar, received as collateral for a future harvest of root crops)

And who else, if not a management consultant, suggested using such a modern management tool, little known in Russia, as - strategic cooperation. Look - an obvious competitor (in this case, a mouse - she doesn’t work for my grandfather’s agricultural company) has been brought in to work together.

Another positive point that the author of the fairy tale describes to us is the use of another useful management tool - project management– a variety of specialists are involved in the group pulling the turnip.

However, instead of the mouse (a competitor who has become a useful partner), think a little with his mouse head that it might be better to gnaw on part of the root, which he can do well (theory root competencies, who doesn’t know this, download the term on the Internet). But the mouse continues to move in the direction of what the French specialist Edward de Bono called psychological inertia- she does what others are already doing to no avail - she pulls a turnip)

A mouse for a cat, a cat for a bug, a bug for a granddaughter, a granddaughter for a grandmother, a grandmother for a grandfather, a grandfather for a turnip: they pull and pull - they pulled out the turnip.

(the only consolation provided by the author of the tale is good coordination collaboration - the result is achieved. And it was probably the grandfather who gave the command - when to pull, when to rest, so that, putting it into practice Frederick Taylor's principles, to achieve maximum impact from such a diverse team, that is, accepted the key management decisions- when exactly to pull, who to put behind whom “in line for the turnip”, etc.).

As you know, “a fairy tale is a lie, but there is a hint in it.” What can well-known Russian folklore teach us if we perceive it from the position of a manager?

Grandfather planted a turnip

Apparently, this is an “industry fairy tale” about an agricultural company, moreover, at the start-up stage of a business.

and the turnip grew very, very big.

Obviously, my grandfather bought the seeds from the Dutch, who came to us in Russia in the spring for an agricultural exhibition.

Grandfather began to pull turnips from the ground -

This indicates that this agricultural company still uses manual labor to a greater extent.

He pulls and pulls, but he can’t pull it out.

This is what needed to be proven: the use of elite seeds without the use of modern high-performance imported planting and harvesting equipment will give a much worse result than is possible with the use of modern agricultural technologies.

Grandfather called grandma.

Grandmother for grandfather, grandfather for turnip - they pull and pull, but they cannot pull it out.

This once again demonstrates that at the initial stage you need to have sufficient capital to purchase equipment; manual labor, even cheap labor, is ineffective. In addition, judging by the description below, there are no other employees in the company, and the grandmother most likely worked as the chief accountant of the enterprise. It is at this point that you begin to understand that knowledge is power. Grandma, working as a financial specialist for a company, most likely was not aware of modern leasing schemes for purchasing imported agricultural equipment. This is due to the fact that she is constantly distracted by other work, without receiving the proper qualifications either in finance or in agricultural technology. Moreover, in order to help her grandfather, she will have to stay after work to prepare the quarterly report in a timely manner (from the description it is clear that we are talking about the end of the third quarter of the company’s activity - the time of ripening of root crops.

The grandmother called her granddaughter.

Here the author of the tale notes the most important stage in establishing management in the company. Let us note that it is not the grandfather who calls his granddaughter, but the grandmother. The grandfather (probably the head of the company) delegated the authority to the grandmother (his financial assistant) to use other specialists of the agricultural company - in this case, the granddaughter. There is an adaptive organizational structure of the enterprise.

The granddaughter for the grandmother, the grandmother for the grandfather, the grandfather for the turnip - they pull and pull, but they cannot pull it out.

Here we can assume, since there is no description of the granddaughter’s parents, that the granddaughter is the daughter of a businessman who believes that a child should be introduced to work from childhood, this is the right approach to raising a future manager of an agricultural firm, almost like in the story with Lee Iacocca.

The granddaughter called to Zhuchka.

I would like to emphasize that delegation permeates the entire company; it does not use an autocratic management system: the granddaughter is entrusted with calling Zhuchka herself. At the same time, however, apparently, the author describes precisely a Russian company, where violation of the division of labor is the norm. The bug, instead of doing her direct duties - guarding the house - is drawn (without, it should be noted, sufficient knowledge and experience) to a new job for her. This is the result of a violation of the division of labor, as can be seen from the continuation of the fairy tale about the agricultural company.

A bug for a granddaughter, a granddaughter for a grandmother, a grandmother for a grandfather, a grandfather for a turnip - they pull and pull, but they can’t pull it out. Bug called the cat.

The author of the fairy tale gives us an example of how a violation of the division of labor ultimately leads to the need to use crisis management. How else can we perceive joint work to achieve the priority goal of a company of such eternally warring individuals as a dog and a cat?

The cat for the Bug, the Bug for the granddaughter, the granddaughter for the grandmother, the grandmother for the grandfather, the grandfather for the turnip - they pull and pull, but they cannot pull it out.

Of course, according to accounting, calling a couple of neighbors would be more expensive. But if you count the time costs, which in Russia are not considered important, then the option chosen by the heroes turns out to be much more expensive, and taking into account the opportunity costs - while the cat, also participating in the collective violation of the division of labor, pulls the turnip, the mice probably also spoiled the grain - the farm's losses are obvious.

The Cat clicked the Mouse.

At this point it is already obvious that the CEO of the company - the old man - made a useful and timely, albeit expensive, decision - he hired a management consultant. After all, there will be even more losses if the turnip, grown with such difficulty, disappears and there is nothing to pay for the bank loan received as collateral for the future harvest of root crops. And who else, if not a management consultant, suggested using such a modern, little-known management tool in our country as strategic cooperation? Look - an obvious competitor (in this case, a mouse - she doesn’t work for my grandfather’s agricultural company) has been brought in to work together.

Another positive point that the author of the fairy tale describes to us is the use of a useful management tool - project management: a variety of specialists are involved in the group pulling the turnip.

If only the mouse (a competitor who has become a useful partner) should think a little with his mouse head that maybe it would be better to gnaw on part of the root, which he can do well (the theory of root competencies, who doesn’t know this - download the term on the internet). The mouse continues to move in the direction of what the French specialist Edward de Bono called psychological inertia: it does what others are already doing to no avail - it pulls the turnip.

Mouse for the cat, cat for the Bug, Bug for the granddaughter, granddaughter for the grandmother, grandmother for the grandfather, grandfather for the turnip - they pull and pull - they pulled out the turnip.

The only consolation provided by the author of the tale is good coordination of teamwork: the result has been achieved. And, probably, it was the grandfather who gave the command when to pull, when to rest, so that, applying the principles of Frederick Taylor in practice, to achieve maximum output from such a diverse team, that is, he made key management decisions - when exactly to pull, who to put in line after whom for a turnip”, etc.

As you know, “a fairy tale is a lie, but there is a hint in it.” What can well-known Russian folklore teach us if we perceive it from the position of a manager?

Grandfather planted a turnip

Apparently, this is an “industry fairy tale” about an agricultural company, moreover, at the start-up stage of a business.

and the turnip grew very, very big.

Obviously, my grandfather bought the seeds from the Dutch, who came to us in Russia in the spring for an agricultural exhibition.

Grandfather began to pull turnips from the ground -

This indicates that this agricultural company still uses manual labor to a greater extent.

He pulls and pulls, but he can’t pull it out.

This is what needed to be proven: the use of elite seeds without the use of modern high-performance imported planting and harvesting equipment will give a much worse result than is possible with the use of modern agricultural technologies.

Grandfather called grandma.

Grandmother for grandfather, grandfather for turnip - they pull and pull, but they cannot pull it out.

This once again demonstrates that at the initial stage you need to have sufficient capital to purchase equipment; manual labor, even cheap labor, is ineffective. In addition, judging by the description below, there are no other employees in the company, and the grandmother most likely worked as the chief accountant of the enterprise. It is at this point that you begin to understand that knowledge is power. Grandma, working as a financial specialist for a company, most likely was not aware of modern leasing schemes for purchasing imported agricultural equipment. This is due to the fact that she is constantly distracted by other work, without receiving the proper qualifications either in finance or in agricultural technology. Moreover, in order to help her grandfather, she will have to stay after work to prepare the quarterly report in a timely manner (from the description it is clear that we are talking about the end of the third quarter of the company’s activity - the time of ripening of root crops.

The grandmother called her granddaughter.

Here the author of the tale notes the most important stage in establishing management in the company. Let us note that it is not the grandfather who calls his granddaughter, but the grandmother. The grandfather (probably the head of the company) delegated the authority to the grandmother (his financial assistant) to use other specialists of the agricultural company - in this case, the granddaughter. There is an adaptive organizational structure of the enterprise.

The granddaughter for the grandmother, the grandmother for the grandfather, the grandfather for the turnip - they pull and pull, but they cannot pull it out.

Here we can assume, since there is no description of the granddaughter’s parents, that the granddaughter is the daughter of a businessman who believes that a child should be introduced to work from childhood, this is the right approach to raising a future manager of an agricultural firm, almost like in the story with Lee Iacocca.

The granddaughter called to Zhuchka.

I would like to emphasize that delegation permeates the entire company; it does not use an autocratic management system: the granddaughter is entrusted with calling Zhuchka herself. At the same time, however, apparently, the author describes precisely a Russian company, where violation of the division of labor is the norm. The bug, instead of doing her direct duties - guarding the house - is drawn (without, it should be noted, sufficient knowledge and experience) to a new job for her. This is the result of a violation of the division of labor, as can be seen from the continuation of the fairy tale about the agricultural company.

A bug for a granddaughter, a granddaughter for a grandmother, a grandmother for a grandfather, a grandfather for a turnip - they pull and pull, but they can’t pull it out. Bug called the cat.

The author of the fairy tale gives us an example of how a violation of the division of labor ultimately leads to the need to use crisis management. How else can we perceive joint work to achieve the priority goal of a company of such eternally warring individuals as a dog and a cat?

The cat for the Bug, the Bug for the granddaughter, the granddaughter for the grandmother, the grandmother for the grandfather, the grandfather for the turnip - they pull and pull, but they cannot pull it out.

Of course, according to accounting, calling a couple of neighbors would be more expensive. But if you count the time costs, which in Russia are not considered important, then the option chosen by the heroes turns out to be much more expensive, and taking into account the opportunity costs - while the cat, also participating in the collective violation of the division of labor, pulls the turnip, the mice probably also spoiled the grain - the farm's losses are obvious.

The Cat clicked the Mouse.

At this point it is already obvious that the CEO of the company - the old man - made a useful and timely, albeit expensive, decision - he hired a management consultant. After all, there will be even more losses if the turnip, grown with such difficulty, disappears and there is nothing to pay for the bank loan received as collateral for the future harvest of root crops. And who else, if not a management consultant, suggested using such a modern, little-known management tool in our country as strategic cooperation? Look - an obvious competitor (in this case, a mouse - she doesn’t work for my grandfather’s agricultural company) has been brought in to work together.

Another positive point that the author of the fairy tale describes to us is the use of a useful management tool - project management: a variety of specialists are involved in the group pulling the turnip.

If only the mouse (a competitor who has become a useful partner) should think a little with his mouse head that maybe it would be better to gnaw on part of the root, which he can do well (the theory of root competencies, who doesn’t know this - download the term on the internet). The mouse continues to move in the direction of what the French specialist Edward de Bono called psychological inertia: it does what others are already doing to no avail - it pulls the turnip.

Mouse for the cat, cat for the Bug, Bug for the granddaughter, granddaughter for the grandmother, grandmother for the grandfather, grandfather for the turnip - they pull and pull - they pulled out the turnip.

The only consolation provided by the author of the tale is good coordination of teamwork: the result has been achieved. And, probably, it was the grandfather who gave the command when to pull, when to rest, so that, applying the principles of Frederick Taylor in practice, to achieve maximum output from such a diverse team, that is, he made key management decisions - when exactly to pull, who to put in line after whom for a turnip”, etc.