There's More To Efficiency Than Using Technology

In an effort to become more efficient and effective, many organizations today have increased their use of technology. Since many organizations have a tendency to be run in an inefficient manner, many management "gurus" have "sold" improperly and inadequately trained leaders on the concept of "coming into the 21st Century," by taking advantage of the available technological advances. There is no doubt that proper use of technology may improve the functioning of an organization, there is the risk of becoming "impersonal." The first evidence of creating issues for an organization is when they decide to go "high-tech" by using a telephone system, instead of having a receptionist answer the incoming telephone calls. While this may or may not be more efficient, when first contact with an organization is a pre-recorded message or computer-generated message instead of human contact, many individuals feel "cold" about the process.

The "nouveau" leadership philosophy of many organizations is that the paid staff should be handled far more than had previously been the custom. While from a strictly efficiency point-of-view, that may be more efficient, many members resent this perceived "coldness." Staff members do not have the same peer-to-peer deference that other members have. There seems to be a "perceived" kinship when dealing with another member, that does not exist when a staff member gets involved. In evaluating hundreds of not-for-profit organizations, I have come to believe that this new leadership model has become more popular, more from a dearth of true, energetic leadership, than because of efficiency.

It is always important to improve efficiency and effectiveness, but an organization needs to carefully consider the ramifications of its actions. Paid staff does not have the same feel for the membership and the cultural peculiarities that members of the organization have. Especially when an organization hires new personnel, regardless of how talented the individual may be, there is always a "learning curve" in terms of the new individual understanding those unique characteristics of the organization. Paid staff must be given time to understand the needs of the membership, and to develop a rapport and gain their trust. If an organization rushes the process, then they risk alienating their members.

Organizations that are membership- dependent must always be willing to cater to members needs and sensitivities. One of the inherent and essential tasks, therefore, is to realize that becoming more efficient does not have to me becoming less human!