A holistic approach and not a monistic approach.

THE COMBINATION OF MANDATES PRODUCES THE RESULT

The productive organization should be seen as a system to be managed, following a holistic approach and not a monistic one. It is not the parts of the organization that produce the annual result, but the combination of these parts on task mandates executed through staff and contracts concluded through clients. This is why the emphasis should be on the coordination of resources, and therefore on teamwork, rather than on promoting work at the level of the smallest unit in the organization, or that of the person acting separately from the others.

THE ORGANIZATION IS AN INTEGRATED REGIME OF ACTIONS

The organization is a system with functions assumed through the meeting of the economic and social interests of its fundamental activity. It is therefore an integrated system of actions, laid down in the agreement of work conventions between all those responsible for its future. The organization is by no means a disembodied structure, where everyone acts as they wish, but a continuous process of actions where everyone cooperates to better achieve the level of performance that will allow it to be perpetuated. In this sense, the organization is a functional system, economically, socially, and politically speaking, built by humans and for humans based on human needs and expectations. This requires human management of all its affairs. Its management modes, methods, and practices must make it operational; the interrelationships that it allows between the stakeholders in its activity must keep it viable; the projects and programs that it pursues from its internal policies must enable it to generate the return on paid-up capital that will ensure the renewal of its competitive base.

MANDATES INVOLVE SEVERAL LEVELS OF WORK

The holistic approach is based on the principle of working in production teams. The teams formed to become the linchpin of the division of labor, the allocation of resources required for production, as well as the evaluation of the demand to be met through the performance expected by the task. As for the monistic approach, the most frequent in today's organization, it is based on the notion of competition between individuals in the exercise of their work mandate. Each person is responsible for a segment of the task, and each person benefits from his or her contribution to the work through the compensation that is granted individually. However, work mandates, in the organization, always imply the intervention of several levels of task, which implies that there must be coordination in the action of the staff so that the return on the activity is optimal in terms of the use of the resources required for the work. But how can such an objective be achieved when no one is concerned about aligning their action with that of the person preceding or following them in the organization's entire value chain?

TODAY'S MANAGEMENT IS MORE INSPIRED BY MONISM THAN HOLISM

Our organizations are fragmented, level by level of tasks (or positions), because, at the top of the job hierarchy, functions are individualized, when mandates should be collectivized. Leaders are primarily responsible for this state of affairs, because they believe, falsely, that they are invested with full responsibility for the activity, whereas they can do absolutely nothing without the contribution to the work of many other men and women in the organization. Suppose holism does not gain in fervor in the organization, despite the grand rhetoric of its witch doctors. In that case, it is because the management of organizations is inspired more than is realized by monism than by holism in management, and this is in terms of decision-making power above all else.