THE WHIFF OF THE FAMILY
Nepotism and/or club culture in business can cause degeneration of the operations.
Whilst
working in a company, which was a private turf accountants establishment for international
wealthy clientele, I was working on a fixed contract. The culture was one of a club, there
were thirty men of various ages and I, the single female.
Keen and interested in the operations, I learnt alot about horse racing and spotting thoroughbreds which had potential, they also placed bets for the dog-track racing etc., if it was worthwhile for the clients. After three months, because they stated I have learnt the ropes quickly they wanted to groom me for further responsibilities.
They approached the owner and negotiated to see if my contract could be either extended or be made a permanent one. The decision was his only daughter would be given the position instead even though she had never entered the business establishment since the day it started and knew nothing of how it operated. Although the guys were more grief-striken with my departure as we had had fun with the binoculars of looking into the clothing shops opposite.
However, in these club/nepotism cultures it is based on personal-political power rather than logical business matters for the speed of business decisions through trial and error models, it can be said also speed does not guarantee quality in any organisation strategy. Club cultures are only suitable for a small enterprise rather than a large organisation. Although, they are cheap to run because trust is alot less expensive than building up respect and empathy costs.
So if working in an organisation at any level and a boss has their opinion and thoughts on your work ethic as to remark to you "just giving my two cents worth" ask for your change back with interest.
They tend to sometimes view other employees as hoi polloi in comparison to themselves and block any moves for promotions via the Appraisal system, if they feel you are not "one of them" in anyway; therefore the candidate for the position stays longer at a post he has outgrown with the comments they are so good at their jobs that they are unreplaceable in their current position.
Companies which do this are not gearing themselves towards running the organisation as a business but a "private bureaucracy" instead. Although, most businesses do function liken to a dancing with wolves pack mentality. In the science briefing article recently it stated the following:
"...Everybody knows that dogs can smell
their owners. But it has taken a couple of psychologist to show that owners can also smell
their dogs. The researchers asked them to identify which of the odours smelt the strongest
which belonged to their own dog. The great majority - almost 90 percent - were able to
distingish their own dog's smell...."
In this organisation they select candidates on the bases of "clone-breeds" as themselves and fill the executive suites with crown princes to the boardroom based on affinity and trust. They maintain and keep the purity of the executive suite well ventilated and sweet smelling so as to keep visiting clients impressed with their management strategies.
This can also be used against any employee who had or has aspirations of a higher status when they joined the company for having any ambitions becoming mauled by the rest eventually for being unconventional but getting results in the litter pack; their best off using their talents elsewhere.
Crown princes or the heir apparant are usually tested on proving-grounds by giving them their own small commands where they will be free to demonstrate their ability or lack of ability without causing too much damage to the parent concern.
There is a difference when making any business moves of thinking strategically, striking whilst the iron's hot and running to or behind daddy when people don't want to purchase or contribute to/from your business so he'll pay people off instead [and not necessary by money perhaps by influence instead], some business prices are just too cheap.
The crown princes or princesses in some cases, may even have strong patrons behind the scenes and the personal imprint of the Chairman/CEO does make for a weak company with no proper succession strategy in place but on the "who you know" criteria is any organisation which if it continues to operate like this sometimes end up a loss making business in the long term.
However, small pebbles doth have
ripple effects with the kind of meritocracy training from strongly talented employees who
have better credentials in
having the title and status without the need to rely on any network. Nor would they rely on colour displays like fools
that want to preen themselves into a peacock or a swan as they practice their swansongs
with ease and honk "Swan Lake" towards the boardroom
suite.
WEBSITE SOURCES:
A Loser's Revenge
Hiring In-Laws
the Kiss of Death
The Blood Knot
Leaving the
business to Children