Corporate Structure (1)

One of the biggest dilemmas that today's companies are in is the institutionalism in their real structuring. This is due to the different perception of institutionalism.

The perception of institutionalism and different approaches of family companies and the public can never form a common understanding. Family businesses are often only profit-oriented. Public companies, on the other hand, cannot achieve efficiency. Branding is not sustainable and possible.

Short-term profit calculations, opportunism and hard work always prevent real brand value. Opportunities captured with great efforts are wasted for these reasons.

For institutionalism, social and sociological values ​​are as important as what the company does or produces. Shouldn't quality, trust, service, social and societal values ​​go hand in hand?

It is natural to love the job expected from the employee and to embrace the institution he works for. It has been heard many times that an ordinary natural behavior of an employee contributes to the peak of that company over time. Not being able to say that the king is naked can lead a company to disaster. It is the rulers who are too arrogant to allow this disaster, usually a natural act. Because they don't give anyone a chance. Instead of appreciation, they either remain indifferent or despise possible naturalness. As the ratio of arrogant managers or the area of ​​authority increases, the appreciation of employees decreases and possible naturalness is suppressed.

Unfortunately, this destroys distrust and ownership among employees. When qualified people are excluded, high rates of job change occur. Due to the ambitions of a few people, the momentum that should be gained decreases and the facts are hidden by artificial growth. Natural growth and branding, on the other hand, are far from being sustainable. Resources and opportunities are wasted.

It should also be noted that it would not be right to attribute the failure of the targets such as "the excuse of the broken landlord to promise" to a few ambitious and self-conscious managers. As in the physical rule, we can still be in motion while the acceleration slows down or stays constant. For this reason, we should not give up accelerating the necessary acceleration by using these arrogant incompetents as an excuse.

Entrepreneurship, balanced risk and courage are important positive factors. It should be our responsibility to give importance to the originality of what we do and produce instead of consuming.

It is rumored that the birth of the tire selling company known as “continental” started with an accidental “goodwill” stemming from being completely “customer-oriented”. One day, a very old lady comes to a supermarket in Canada.

The old lady approaches one of the safes,
There is also a car tire next to it,
He asks for help by saying "I want to either change or return this car tire",
The market employee is surprised and says that this will not be possible,
The old lady is stubborn. By reproaching,
She tries to explain her problem by speaking loudly, "What, are you kidding me?"
Loud discussion draws the attention of other customers,
If the old lady listens, the subject is actually very simple,
But in vain, he only tells the subject in his own way and does not listen,
Meanwhile, the salesperson asks if he has a receipt or invoice,
The woman continues to reproach her, waving something in her hand, of course,
Look at work here, don't you see?
Do you think I am deceiving you?
It's like I don't know where I got it from
I bought it from here the other day,
He says, "Now, are you saying we didn't sell it?"
He doesn't want to understand.

With all this noise and fuss, the market manager comes and wants to try to solve the situation. Whatever she does, the old woman is not convinced and keeps hinting that she has been scammed. Those who witness the issue from afar, although they do not fully understand the situation, inevitably take an empathetic attitude. Realizing this, the manager takes a radical decision.

The manager takes the bill from the old lady's hand
Pays the value of the price on the bill to the old woman at the cashier
He apologizes in misunderstanding and sends the old lady
The manager looked at the only car tire he had and said, What am I going to do with it?
He adds a little profit share to the amount he paid, attaches it to one of the sales aisles and returns to work.

A few days later, the manager can't see the car tire while wandering the aisles. He looks left and right to see if his place has changed, but realizes that he is not around. He asks one of the field managers;

There was a car tire here, you know what?
The unaware seller expresses that he does not know anything,
The manager is even more curious,
Finally, he goes to his office and searches the sales records of the past few days,
Hah, he is happy to find that he is here and he is stunned,
Although they had never had rubber wheels in their inventory before, the product they put on the aisle was sold due to that meaningless incident.
It's weird, but someone bought this product.

Something flashes in the head of the manager. He wants to try something new on a spur of the moment decision. The next week he orders a set of car tires and 

It also makes room for n in a aisle. He realizes that he is taking a significant risk. But he couldn't stop himself from trying. He keeps a close eye on the status of this new product as if that were his whole job.

Interestingly, the manager is in a state of shock. Sales are awesome. Almost all of the set he brought has been sold. This time he orders several sets, expanding the aisle. Things are going pretty well. The manager unwittingly found himself in the position of a new product manager. He closely monitors all movements. Gives directions left and right, follows sales closely. By analyzing sales movements, it develops the best marketing methods for this product with some strategic adaptations.

Sales are going well.
The demands are increasing day by day,
The reports coming in every day seem very positive,
Top management took this new phenomenon for granted, after all, profits are made; there is nothing to be a problem.

Less than a year had passed since all these strange developments. The manager finally prepares a nice report for the top management. In his report, he states that he wants to open a separate and special car tire department in the market or in the annex building. He was eagerly awaiting the outcome of his request.

The senior management carefully examined the request and the report,
They want to meet with the manager who made the request,
The impact of the report was positive,
The decision to open a new department was approved,
This person, who was responsible for everything at the beginning of the department, became the manager.

Today, "Continental", one of the biggest brands in the world, emerged as a gigantic company with the motto of a well-meaning market manager that "the customer is always right".

Here, we read a story that contradicts the understanding of "responsibility without authority is craziness". While giving responsibility to our employees, we must ensure and/y accept that they are authorized within the scope of that responsibility. While such an understanding ensures that the employee is open to innovative experiences, his commitment to the institution he works with increases with a sense of responsibility.

It is necessary to reinforce corporate loyalty; for this, it will be enough to make them feel that what is done with a sense of responsibility will be appreciated and their efforts will be supported. Of course, although all these are stated verbally or in writing, it is essential to show them in practice, which is essential.

We will continue the subject of institutionalism with different anecdotes...