Living as a department head: between horizontal and vertical, records of struggles;

Living as a department head: between horizontal and vertical, records of struggles;

I deeply sympathize with your story of working as a department head and seeing all kinds of things. The ideal of a horizontal structure, the numerous gaps encountered in reality, and the anguish and anguish experienced in the meantime, can be felt intact. As the saying goes, "I can see that it is still because it is still." It can be seen that the years of silence have created the position of department head, but the weight is never light.

The youngest members of the new generation look distinctly different from before. They struggle with the natural process of running errands and acquiring work, and sometimes they protest, saying, "Why are you ordering when you are the same employee?" This is enough to cause anger beyond embarrassment for managers who are accustomed to vertical order.

But behind their complaints may lie unfamiliar work, a flurry of responsibility, and an unappreciated frustration. Especially for older youngest members, it is difficult to show as fast learning skills as the younger generation, so you can have a harder time.

In this situation, the role of the department head becomes more important. Beyond simply dressing up and directing tasks, delicate coordination is required considering the capabilities and circumstances of each employee. When the youngest stubbornly refuses to work, the way he passes it on to the senior in a hurry becomes another seed of conflict. Senior employees have no choice but to complain, saying, "That avoids work," and the department head may feel responsible.

The department head also suffers from this dilemma. Because of the urgent need to handle the work right now, we rely on a competent senior, but this can eventually prevent the youngest from growing and lead to a decline in the capacity of the entire organization. We need a firm message that "our company does not need anyone who avoids work," but before that, it will be the true role of the department head to identify why the youngest is struggling with the work and what is lacking and lead them to grow.

Of course, not all the youngest members avoid without the will to learn. Sometimes you may be tired of overwork and complain of difficulties. Therefore, the department head should objectively assess the workload and provide the necessary support before dismissing the difficulties of the youngest as simply personal complaints.

The biggest problem is the organizational culture, where people who are good at flattering are promoted rather than being able to. This is a great disappointment for employees who diligently work on their work, and it results in their leaving the company. For the long-term growth of a company, a personnel system that selects and grows talented people with practical skills, rather than apparent intimacy or flattery, is essential.

In conclusion, the head of the department should understand the trend of the times of horizontal structure, but establish basic order and responsibility for the efficient operation of the organization. While we cannot impose unconditional obedience on the youngest, we must clearly recognize the importance of work and the need for cooperation, and provide appropriate education and opportunities for growth. At the same time, it is necessary to implement fair work division and evaluation through objective judgment without being buried in individual emotional appeals.

The key point is that rather than the cynical view of "not rewriting people," the department head should focus all his capabilities on creating a healthy organizational culture where team members with different personalities can respect, cooperate, and create synergy. Sometimes patiently waiting, sometimes resolutely presenting principles, and sometimes warm encouragement and advice-saving leadership will be the answer to finding a balance between ideal horizontal organization and realistic work efficiency. The department head's shoulders are heavy, but we must not forget that leadership is an important key to the future of the organization.