generally, management of many is the same as management of
few; it is only a matter of organization, based according to sun tzu. and in any organization, competitive advantage can make a real difference
between success and failure. it is a challenge by the need to be always
in top shape and continue its dominance over a long period, and if
possible, for as long as the organization exists. an organization can
also be similar in a family setting which enables the couples plan ahead
to support and continue a founded relationship in its fullest growth
potential.
the success on its being depends on the
leadership capabilities of a manager to a firm; vis-à-vis the supporting
role of the father as head to his family. both aim to achieve a
conceivable direction necessary to drive the objective forward and keep
moving; and, both faces defeat when the means changed from time to time
caused by its internal difficulties.
in
order to further explain, we can illustrate at this point a popular
game jenga tower as our model. now, let us stand both the manager and
the head of the family as our players who cautiously place each piece at
a time, sense to which side of the structure must be in need of
additional support, and finally assess the results or impacts of the
entire design. to our players, it’s not just building a structural
game—they plan to lead a stronger-than-average to powerful level,
well-known reputation, and employs proven approach with their members
involved. how neat to appreciate tireless efforts of these people in
charge on our welfare. with their dedicated leadership, no obstructions
will arise; except one of the painful threats of all is having a false
flag on board.
fundamentally, the strategic concern of a leader in an industry and head
of a family is how to sustain and maintain its position. however, even
if how careful they deliberate the obligation, chances of failure
sometimes do occur not by whose authority controlling it but by those
who defies it; and, no matter how conscientious they add pieces of block
to a structure to fortify its footing, their members often test its
credibility which causes the capital formation of its foundation recede
to rubble.
trying
to repair the damage, the management offers a new means to set the time
in motion: reengineering and continuous improvement. we define
reengineering by means of abandoning the old way of doing things and
starting over. it involves going back to the beginning and inventing a
better way of doing work. though it may lost its process focus it
became synonymous with layoffs. while continuous improvement, on the
other hand, improves quality continuously through incremental steps.
this
method may also be applicable to a disintegrating family—a family
dispute which can be difficult and emotional. when relationships
change, it can be hard for family members to handle things on their own
other than can still be salvage with solution. what if none of the
aforementioned diagnostic tool can deliver converged expectations and
this uncompromising situation still persists?