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The Spirit of an Organization
After Peter Drucker "The practice of Management"
Two sayings sum up the "spirit of an organization." One is the inscription on Andrew Carnegie's tombstone:
Here lies a man
Who knew how to enlist
In his service
Better men than himself
The other is the slogan of the drive to find jobs for the physicallyhandicapped: "It's the abilities, not the disabilities, that count ."
Management by objective tells a manager what he ought to do. The proper organization of his job enables him to do it . But it is the spirit of the organization that determines whether he will do it . It is the spirit that motivates, that calls upon aman's reserves of dedication and effort , that decides whether he will give his best or do just enough to get by.
It is the purpose of an organization to "make common men do uncommon things" - this phrasing is Lord Beveridge's. No organization can depend on genius; the supply is always scarce and always unpredictable. But it is the test of anorganization that it make ordinary human beings perform better than they are capable of, that it bring out whatever strength there is in its members and use it to make all other members perform more and better. It is the test of an organization that it neutralize the weaknesses of i ts members.
Altogether the test of good spirit is not that "people get along together"; it is performance, not conformance. "Good human relat ions" not grounded in the satisfaction of good performance and the harmony of proper working relations are actually poor human relations and result in poor spirit. They do not make peoplegrow: they make them conform and contract . I shal l never forget "the university president who once said to me: "It is my job to make it possible for the first-rate teacher to teach. Whether he gets along with his colleagues or with me - and very few of really good teachers do either - is irrelevant . We certainly have a collectionof problem children here - but , boy, do they teach." And when his successorsubstituted for this a policy of "peace and harmony", both the performance and the spirit of the faculty rapidly went to pieces.
There are five areas in which practices are required to ensure the right spirit throughout management organization.
1. There must be high performance requirements; no condoning of poor or mediocre performance; and rewards must be based on performance.
2. Each management job must be a rewarding job in itself rather than just a step in the promot ion ladder.
3. There must be rational and just promotion system.
4. Management needs a "charter" spelling out clearly who has the power to make life-and-death decisions affecting a manager; and there should be some way for a manager to appeal to a higher court .
5. In its appointments management must demonstrate that it realizes that integrity is the absolute requirement of a manager, the one quality that he has to bring with him and cannot be expected to acquire later on.
A man should never be appointed to a managerial position if his vision focuses on people's weaknesses rather than on their strengths. He should be a realist ; and no one is less realistic than the cynic. A man should never be appointed if he is more interested in the question: "Who is right?" than in the question: "What is right?" Management should never appoint a man who considers intelligencemore important than integrity.
The men wi th whom a man works, and especial ly his subordinates, know in a few weeks whether he has integri ty or not . They may forgive a man a great deal: incompetence, ignorance, insecuri ty or bad manners. But they wi l l not forgive himlack of integri ty. Nor wi l l they forgive higher management for choosing him.

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