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Cores and Peripheries

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Manage Train Learn
Manage Train Learn

The document discusses the concept of cores and peripheries in organizations, where the core refers to essential, fixed aspects that provide stability, while the periphery allows for flexibility and change. It provides examples of how this concept can be applied to various aspects of organizations, including: 1. Managers focus on core policies and standards, while leaders create new opportunities at the periphery. 2. Employees are valued not just for their core skills but also their potential and creativity at the periphery. 3. Jobs have core required duties but also peripheral opportunities for added value and excitement. 4. Control comes both from core organizational rules as well as peripheral personal motivations. 5. Employees have both a core work

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1 | MTL: The Professional Development Programme Cores and Peripheries CORES AND PERIPHERIES Stability on the inside and change on the outside MTL: The Professional Development Programme
2 | MTL: The Professional Development Programme Cores and Peripheries Attribution: All images are from sources where a Creative Commons license exists for commercial use. All icons are on subscription from thenounproject. All clipart is from free sources. The MTL Professional Development Programme is copyright of Manage Train Learn. Cores and Peripheries Introduction: Core and periphery structures are perfect models for times of change. Unlike the hierarchy that is slow to change, the core and periphery model is perfectly suited to change. Imagine a nucleus with a fixed atom and a flexible surround. The core is safe and necessary. The surround is unrestricted and fluid. Now apply this to every aspect of your organisation and you have your models for change.
3 | MTL: The Professional Development Programme Cores and Peripheries On the edge, dreaming of new horizons 1. MANAGING AND LEADING https://pixabay.com/en/man-horizon-landscape-sea-sand-2071748/ Managers manage the core aspects of organisational life, such as policies, rules, and standards. They keep the organisation going. Leaders create the extras that take the organisation into new territory where it can excel, such as added value, outstanding service, and employees who go beyond the call of duty to deliver. Managers are at the core, leaders are at the edge.
4 | MTL: The Professional Development Programme Cores and Peripheries 2. OURSELVES For far too long, workplaces only asked us for the bits of ourselves that they could measure: our existing skills, our manual labour, our time- clocked presence. In times of change, they need much more: our brains and creativity; our principles and values; our hearts and souls. What is measurable is at the core; what is unmeasurable potential is at the edge. People are more than robots https://pixabay.com/en/run-woman-city-skyline-clouds-1254090/
5 | MTL: The Professional Development Programme Cores and Peripheries 3. JOBS https://www.flickr.com/photos/poptech/6035568380/ Put a bit of excitement into everyone’s job In every job, there are things that have to be done and things that don't. The things that have to be done form the core of the job. They are dull but necessary, the duties you'll see on a formal job description. The things that don't have to be done but make the difference are the added values at the edge. They are the opportunities the job presents. They don't appear on formal job descriptions but they are exciting, exhilarating, and worthwhile.
6 | MTL: The Professional Development Programme Cores and Peripheries 4. CONTROL There are two kinds of control in organisations: those at the core which come from the boss and which everyone has to follow. They are governed by the company's rules and discipline systems. The other kind of control comes from personal drivers, such as pride in one's work, self-esteem, and a sense of responsibility. They are governed by personal respect. In our work there are central controls and personal controls https://pixabay.com/en/mixing-desk-mixer-slide-control-351478/
7 | MTL: The Professional Development Programme Cores and Peripheries 5. TEAMS https://pixabay.com/en/restaurant-people-eating-690975/ Your personal team is not always your work team Everyone at work has two teams. The first team is the official group you belong to. They're at your core. The second team are the people you turn to when you need them, those who will help you out in a crisis. They may be friends, mentors, relatives, colleagues from way back, role models, even people in your head. They are your inspiration.
8 | MTL: The Professional Development Programme Cores and Peripheries 6. CUSTOMERS https://www.flickr.com/photos/adforce1/3183077960/ Lift every customer experience beyond the expected To succeed in times of change, you must give your customers two kinds of experience. At the core of the relationship, you must give them the minimum they expect - the right product, at the right time, in the right place, at the right cost. But to keep them for life, you must also go one step further and give them an experience they'll never forget.
9 | MTL: The Professional Development Programme Cores and Peripheries 7. LEARNING https://pixabay.com/en/seagull-flight-seabird-bird-2101555/ Learn the basics then develop the personal In a change-responsive organisation, there are two ways to teach and learn. At the core, everyone needs to know what the organisation stands for, its unchanging principles and values. People need to be told. At the edge, but still tied to the core, people need to learn how to soar and fly. They need to be empowered.
10 | MTL: The Professional Development Programme Cores and Peripheries This has been a Slide Topic from Manage Train Learn AFinal Word Managing cores and peripheries is the new challenge for managers. Not just the needs of the cores but also the opportunities at the edge. When you can do both well at the same time, you will have discovered the art of change management.

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Cores and Peripheries

  • 1. 1 | MTL: The Professional Development Programme Cores and Peripheries CORES AND PERIPHERIES Stability on the inside and change on the outside MTL: The Professional Development Programme
  • 2. 2 | MTL: The Professional Development Programme Cores and Peripheries Attribution: All images are from sources where a Creative Commons license exists for commercial use. All icons are on subscription from thenounproject. All clipart is from free sources. The MTL Professional Development Programme is copyright of Manage Train Learn. Cores and Peripheries Introduction: Core and periphery structures are perfect models for times of change. Unlike the hierarchy that is slow to change, the core and periphery model is perfectly suited to change. Imagine a nucleus with a fixed atom and a flexible surround. The core is safe and necessary. The surround is unrestricted and fluid. Now apply this to every aspect of your organisation and you have your models for change.
  • 3. 3 | MTL: The Professional Development Programme Cores and Peripheries On the edge, dreaming of new horizons 1. MANAGING AND LEADING https://pixabay.com/en/man-horizon-landscape-sea-sand-2071748/ Managers manage the core aspects of organisational life, such as policies, rules, and standards. They keep the organisation going. Leaders create the extras that take the organisation into new territory where it can excel, such as added value, outstanding service, and employees who go beyond the call of duty to deliver. Managers are at the core, leaders are at the edge.
  • 4. 4 | MTL: The Professional Development Programme Cores and Peripheries 2. OURSELVES For far too long, workplaces only asked us for the bits of ourselves that they could measure: our existing skills, our manual labour, our time- clocked presence. In times of change, they need much more: our brains and creativity; our principles and values; our hearts and souls. What is measurable is at the core; what is unmeasurable potential is at the edge. People are more than robots https://pixabay.com/en/run-woman-city-skyline-clouds-1254090/
  • 5. 5 | MTL: The Professional Development Programme Cores and Peripheries 3. JOBS https://www.flickr.com/photos/poptech/6035568380/ Put a bit of excitement into everyone’s job In every job, there are things that have to be done and things that don't. The things that have to be done form the core of the job. They are dull but necessary, the duties you'll see on a formal job description. The things that don't have to be done but make the difference are the added values at the edge. They are the opportunities the job presents. They don't appear on formal job descriptions but they are exciting, exhilarating, and worthwhile.
  • 6. 6 | MTL: The Professional Development Programme Cores and Peripheries 4. CONTROL There are two kinds of control in organisations: those at the core which come from the boss and which everyone has to follow. They are governed by the company's rules and discipline systems. The other kind of control comes from personal drivers, such as pride in one's work, self-esteem, and a sense of responsibility. They are governed by personal respect. In our work there are central controls and personal controls https://pixabay.com/en/mixing-desk-mixer-slide-control-351478/
  • 7. 7 | MTL: The Professional Development Programme Cores and Peripheries 5. TEAMS https://pixabay.com/en/restaurant-people-eating-690975/ Your personal team is not always your work team Everyone at work has two teams. The first team is the official group you belong to. They're at your core. The second team are the people you turn to when you need them, those who will help you out in a crisis. They may be friends, mentors, relatives, colleagues from way back, role models, even people in your head. They are your inspiration.
  • 8. 8 | MTL: The Professional Development Programme Cores and Peripheries 6. CUSTOMERS https://www.flickr.com/photos/adforce1/3183077960/ Lift every customer experience beyond the expected To succeed in times of change, you must give your customers two kinds of experience. At the core of the relationship, you must give them the minimum they expect - the right product, at the right time, in the right place, at the right cost. But to keep them for life, you must also go one step further and give them an experience they'll never forget.
  • 9. 9 | MTL: The Professional Development Programme Cores and Peripheries 7. LEARNING https://pixabay.com/en/seagull-flight-seabird-bird-2101555/ Learn the basics then develop the personal In a change-responsive organisation, there are two ways to teach and learn. At the core, everyone needs to know what the organisation stands for, its unchanging principles and values. People need to be told. At the edge, but still tied to the core, people need to learn how to soar and fly. They need to be empowered.
  • 10. 10 | MTL: The Professional Development Programme Cores and Peripheries This has been a Slide Topic from Manage Train Learn AFinal Word Managing cores and peripheries is the new challenge for managers. Not just the needs of the cores but also the opportunities at the edge. When you can do both well at the same time, you will have discovered the art of change management.