Work Efficiency

Author’s essay, February 2024.

In the European context, work is often viewed somewhat through the model of Weberian theory of control, unlike other concepts known chiefly from the East. Differing economic outlooks rest, in essence, either on trust and gradual growth or on more directive, centralised control. Experience confirms a lifelong way of deciding, and that is the need for authenticity grounded in the natural character of a personality. This stance has its limits, directly proportional to the size of the company; at present, as the company grows, we are looking for suitable tools for delegating responsibility and creating quality management. How can one preserve, in a company whose structure resembles that of a corporation, the spirit of a family firm, with its trust?

As we have grown, we have looked – and still look – for tools to measure effectiveness, whether various electronic systems or forms of task-based work. Such tools can probably be applied most easily in production, for example, or in those areas of our activity that show a certain regularity and constancy. For the other areas we are developing and seeking tools.

Up to a certain size of company I was in regular contact with employees, and they truly turned to me with many problems. Through them I also sensed the atmosphere in the company. Unfortunately, it is precisely the demands of a larger company and requirements from outside, which allow me less and less time to care for employees, that I perceive as the most vulnerable point. This role has been taken over by an HR manager, who has full trust thanks to her empathy and loyalty to the company. Employees, too, are gradually building this trust.

The character of our work is somewhat different from other professions, which sometimes leads, quite naturally, to a testing of attitudes and mutual cooperation. These circumstances have a considerable influence on effectiveness, since from the idea to the final realisation we are bound together by the manner in which the work is done. Communication, both outward and inward, is essential, as are mutual trust and a willingness to help. Most of the staff who have in time proved their resilience to stress today quite naturally invest energy, at the right time, in successfully completing the work, without our needing effectiveness tools. We would like to offer these colleagues a form of co-participation in the development of the company – not only as further motivation, but as genuine participation in its growth.

Last year we also began to concentrate on building a brand, the company’s identity. We are successfully building the company’s PR outwardly, but it needs to be interiorised within the company. Paradoxically, with success outside, some staff fear a lack of attention, which again confirms many aspects of general psychology and philosophical anthropology. More than hard numbers, we need to develop the company’s sense of meaning as the foundation of trust and of possible identification with the company. I believe this logic of natural reason can be extended to larger entities as well.

I believe the best “mission and vision” is to convince our employees – our colleagues – that our shared work is the true measure. Work is an activity in which we spend a considerable part of our lives, and it should give us an image of who we are for society. If intentions meet expectations, we are probably on a good path. But that path demands attention, like any path that is to be creative.