Managerial dimensions in the perspectives of Quantity and Quality Part I

In the business of management executives, operations managers, marketing and sales managers would in most cases contemplate on the quantity aspect of their organizational performance. Given the fact that their statistical reports have shown a rewarding rise during the fiscal year give them the impression of continuously putting more emphasis on numbers. Concentrating on quantities is like using the thermometer to examine whether a person has a high fever or not. Detecting the degree of the fever is essential. However what it matters are of course, not the scale of the temperature but the intellect needed to restore the health through applicable pharmaceutical dosage. For many a person in charge, it would appear that quantity makes things easier to control the overall performance. In reality the quantity syndrome is easy to handle and follow matters for it requires little efforts and puts the concerned supervisor on the comfort zone.

The person in charge would be keen on the Quantity for it is in most cases tangible and routine. Such kind of a person would be pleased with ticking routine jobs off. The number of papers seen, the number of files checked and even the number of customers entertained is what pleases him to the utmost. They could not see the need of carrying out researches and an in-depth analysis.  He/she will enjoy the feeling of fatigue because of the burden of work they shoulder day in and day out. With a feel of the musculoskeletal fatigue one would be happy because one is pleased with the rather huge amount of work one has carried out or continue to carry during a given day.  One will boast on one’s quantitative performance by pointing out that everyday a sizeable heap of work has to be accomplished. Some would even purport that they take their unfinished piles of work with them to their residence and continue through the night. Such quantity oriented people could not visualize the aspiration of upgrading themselves by reading or further training and education. They could not cope up with the dynamic world of business. They remain poor role models.

Had they been well organized and craft all efforts to put things in order, they could undoubtedly, finalize their jobs amid their working hours during the day. However for them it is a colossal task, that no other person different to their workaholic characteristics could handle it. They would even believe a sentiment of indispensability, that the organization could not run without them. Therefore they make themselves believe that it will be hard to request for their annual leave. It is an endless march where the path will only lead to an accumulation of quantities. 

This obsession of dealing with quantities would seem to zip the most important criteria in leadership quality- Delegation.  This is because they would not allow themselves stripped off the load of quantity they believe they have to be responsible of shouldering. Leaders of such traits basically enjoy the rush of doing things to meet the deadlines. The sprint of doing things entails panics and crisis. Working for late hours, the tiredness is all the ingredients of the quantity oriented leader. The whole organization or department is rocked by rushes, a commotion within the organization. They warn their colleagues that a given goal in quantitative terms would have to be met by the given period. It is as if they are to sprint a one hundred meter race to outrun the fastest man on earth. It is an attitude that could be compared to a lavish wedding ceremony where everyone seems in a rush to organize the tent, decorate and ultimately to receive invited guests only at the eleventh hour. The weariness that would be enjoyed especially by women ranging in a period of one month to that last day of the wedding makes them feel great. It is the quantity achievers syndrome. However, upon qualitatively analyzing the wedding day, if any, the effects would only be felt when the financial outlay start to twitch the organizers subsequently. Apparently regrets would not pay. It would be pointless to lament afterwards.

Quantitative oriented performers do not plan to plan. Planning is a qualitative aspect utterly resented by such superiors. Since they have to limit their span of control merely to satisfy their ego on quantitative achievement, they will not be capable of expanding their business. To run a huge organization with hundreds or even thousands of employees would require a brain with a qualitative approach. A quantity oriented superior would satisfy oneself with a small or micro enterprise business management, with three to five employees. We could also say that the person running the business would believe that a sole proprietorship would suffice.

However the dimension of Managerial performance demands a look into the Quality features of organizational operations. Focusing on the quality aspect entails more concentration and dedication. It is a high leverage task and usually will require a devoted work execution.  When a business entity focuses on the quality aspect of its performance a lot of research studies will have to be undertaken scrupulously. It is only then that the organization will exactly know its path of growth or vice versa. Quality analysis is quite an arduous task. It requires the involvement of a highly talented person with a sound academic background and commensurate experience. Yet, it will all depend on the style of leadership pursed by the organization. The top executive would have to employ a person of proven performance. This could happen only if the person at the leadership saddle is highly talented and capable not only to lead but also to direct and cultivate his staff.