Platt Perspective on Business and Technology

Some thoughts concerning a general theory of business 18: considering first steps toward developing a general theory of business 10

This is my 18th installment to a series on general theories of business, and on what general theory means as a matter of underlying principle and in this specific context (see Reexamining the Fundamentals directory, Section VI for Parts 1-17.)

I began addressing one side to a commonly encountered workplace dynamic in Part 17, which I restate here for purposes of narrative continuity:

• Beginning, with the individual job seeker and career developer, and the hiring and promotion-directed strategies that they follow when seeking out a new job opportunity,
• And ending with the approaches that those same individuals follow when actually working at a business after achieving their next step goals in this.
• And as part of that, I will also consider the strategies and the tactics of others who work with them or who otherwise become stakeholders to these transaction flows (games.) This obviously has to include the hiring manager who would act as gatekeeper in bringing or not bringing them into this business as a new hire, and I will at least start discussing their role here when addressing the issues of the would-be employee themselves, but it of necessity also has to include a wide range of other stakeholders as well. And I will address them and their issues here too, in this series.

I said that I would address this list of issues, starting at the top, from the perspectives of both the would-be hire, and then ongoing in-house employee, and from that of the hiring manager who in most cases becomes their workplace supervisor once they are brought in and onboarded as an employee. I would treat in-house promotions in this sense as in-house hirings, and certainly when those seeking promotion do so in competition with would-be hires from the outside. But setting that specific case scenario aside for the moment, I said that I would address all of this from both the new hands-on non-managerial employee perspective, and the new-hire manager perspective as well. And as just repeated, I said that I would at least begin to discuss all of this from the perspective of a wider range of stakeholders who would be affected here too and from the interviewing process on.

I began all of this in Part 17, focusing on the pre-hire job candidate and the hiring manager who eventually selects them and offers them a job. And I finished that installment at the point of hire, stating that I would continue from there in this posting from day one as a new in-house employee, and how perspectives change and for both the new hire and for their manager and for other stakeholders involved there.

• When a would-be employee, seeking a new job applies for work, they essentially always arrive as largely unknown commodities for consideration, and for all details as to who they are and what they are like to work with and regarding how well they work, that cannot be captured in a resume or cover letter, or in brief and highly choreographed interviews. And given the dynamics of the hiring process and certainly as they are shaped by the flood of often largely irrelevant resume submissions sent out en mass to all hiring businesses, the basic goal from the hiring side in this is largely one of weeding out and eliminating wrong candidates, and not on finding reasons to hire what might be good ones (see Part 17 for a more detailed discussion of background issues relevant to this assertion,)
• There are exceptions to that more general approach of course, and certainly when a business specifically seeks out a particular possible new hire, who they might even court to try to entice them away from a current employer. But this is the basic pattern for all who send their resumes in on their own initiative, in response for example to online jobs postings.
• When a business does hire: when a hiring manager agrees to hire a particular job candidate, making that commitment on behalf of their employer and on behalf of the team they supervise that this new hire would join, the dynamics of this shift, and certainly as that new hire successfully completes their (usually at least approximately) 90 day probationary period, during which time they could be dismissed without a need for well argued justifying cause. Now the basic default is not to find justification not to have this person on payroll as an employee: it is to justify keeping them on and certainly if they do not behave in a manner that would make that explicitly untenable.
• A less than fully successful employee might never get a promotion, or a raise that goes beyond any required cost of living or related pay increases. And they might be among the first out of the door in the event of a downsizing, where dismissal would take place absent any onus of poor performance. But absent more special circumstance processes such as downsizings, an employee who at least meets their basic performance goals in their ongoing performance reviews is likely to stay on there, unless they choose to leave – or unless their job requirements and those of all others in their job category are changed in ways that they cannot even minimally successfully perform at.

All of these are business decisions that at least formally, ostensibly come from the business as an organizational whole and in accordance with its policies and practices as generally understood and carried out. But all of these decisions and actions are made and carried out by individuals who are balancing their own needs and their own agendas and their own workplace contexts in shaping them, as well as attempting to meet overall business needs as they individually perceive and understand them. And this includes addressing the needs and the desires and intentions of the people they report to and those of other stakeholders as well, and certainly where they wield power and influence in the business hierarchy and its networks of alliances that are in place.

Note that “business hierarchy” as used above, need not follow a simple linear, top-down command and control pattern, and many businesses disperse such authority and influence through more complex networks in actual practice, and even when the basic systems in place are presented as being top-down organized and run (e.g. as would be found in a military command structure as a perhaps extreme case in point example.) There, to pick up on that example, young Lieutenants would be foolish at the very least to not listen to their more experienced noncoms as sources of long-term experience and insight. Even good senior officers know when to listen to highly experienced, high ranking noncommissioned officers who in official practice report to them.

What I am doing here in this posting, is to at least briefly and selectively discuss the dynamics of agreement and of conflict, and connect and disconnect between the individual participant in these systems, and the overall organization and its needs and intent, as are variously understood throughout the business. And in that, and to repeat a point already made in this series, at least in passing, all of those individuals who work in that business, do so and see and understand “their” business from the perspectives of their own jobs and responsibilities there, and their day-to-day functional and organizational positions there.

I am going to continue this line of discussion in a next series installment where I will continue to flesh out the new hire to in-house employee transition scenario and start to more fully address the issues that a wider range of stakeholders bring to this transitional process. And I will explicitly discuss how all of this plays out (think game theory there) for non-managerial and for managerial level employees, executives included. And I will also, over the course of the next several installments, explicitly discuss promotions and both as carried out strictly in-house and as arise de facto from strategically moving on to work for a new employer where suitable job openings are not and cannot be available where an employee works now. In anticipation of that, I add here that I will frame this flow of discussion, at least in significant part in terms of two behavioral dynamics:

• Fear of the potential negatives of change and of the unknown, and focus on the positive possibilities of change and an embrace of the new and at least in-part unknown, as those job and career strategy-shaping presumptions arise and are followed and
• The potential for alignment and for discord when different stakeholder participants in a business interaction pursue different game theory strategies as they each attempt to reach their own goals.

Meanwhile, you can find this and related material about what I am attempting to do here at About this Blog and at Blogs and Marketing. And I include this series in my Reexamining the Fundamentals directory, as topics section VI there, where I offer related material regarding theory-based systems. And I also include this individual participant oriented subseries of this overall theory of business series in Page 3 of my Guide to Effective Job Search and Career Development, as a sequence of supplemental postings there.

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