Organisations and Organising

We are not short of organisations. But whether these organisations are purposeful and effective is another question altogether. To ensure that organisations function as purposive dynamic entities, the organising is as significant, if not more important than the organisation itself.

During the recent TMSN camp at An-Naeem Mosque, I was asked to deliver a presentation on building effective organisation. Before I elaborate the necessary elements to make an organisation effective, it may be apt to ponder over the ayah in the Quran which states: Verily, Allah loves those who fight in His cause in rows as if they were a solid structure [As-Saff:4]. This ayah is often used to assert the need to work as a collective, as a jamaah. Although the terms saff (row) and bunyanum marsus [solid structure] implied a static state or object, it is argued that for any activity, such as a battle [following the use of the word qital in the ayah] the structure cannot and must not operate as a single static unit. It is therefore imperative to consider the significance of organising as a process, rather than the overemphasis on the structure.

An example to illustrate the importance of organising is the lesson from the hijrah of the Prophet (saw) from Makkah to Madinah. Our beloved Prophet (saw) organised his journey meticulously to include provision of supply and logistics, transportation, intelligence-gathering and the removal of any trace of footsteps of Abdullah and Asmaa' by the flock of sheeps handled by Amir ibn Fuhairah, the shepherd. A detail study of this episode will reveal aspects of directing, planning, coordinating, monitoring and doing.

So how should organisations organise? The human neurophysiology offers us structure and information loops that make us humans viable [and indeed the best of creations!]. Allah has provided us with cerebral cortex, which functions as an override autonomic system [S5]. Humans are also provided with the sensory functions of sight, touch, hearing, etc so as to improve existing condition and anticipate future state [S4]. The central nervous system acts as an autonomic controller to instruct or maintain bodily functions [S1] such as the movement of arms, legs to lift, sit, run, etc. The control of local muscular and organic functions [S3] are supported by, on the one hand, and parasympathetic nervous system [S3*] that deals with, for example detecting stress, and by the sympathetic nervous system [S2] that perhaps deal with the rationing of oxygen intake, during a long distance run. These systems bracketed as S5, S4, S3, S3*, S2 and S1 can be substituted with functions and terms such as Direct, Develop, Execute, Monitor, Coordinate and Act, respectively. Professor Stafford Beer described this model as the Viable System Model in several of his books on managerial cybernetics.

The S1 activities those that produce the organisations. It focus on the relationship between operations and their "customers". These activities may be grouped by stakeholders, by geographical location or by any other distinctions, Since they have more information than anyone else does about their units, S1 management should be able to exercise as much autonomy as they can without interfering with the interests if the whole. Examples of S1 activities include Media and Publicity, Education and Training, Youth and Student Activities. These operations have their own focus and local "environment".

S2 is a coordination function. It is also referred to as the anti-oscillatory function because it dampens the oscillations that occur when two or more S1 activities share common resource, S2 deconflict and bring order to anticipated resource crunch. S2 will prevent "double-booking" of resources, and manage budgets and schedules effectively.

S3 is where cross-functional management must occur; where membership, accounting, legal aspects and other internal management tasks are integrated. S3 maintains the perspective of the whole on all current operations. This usually calls for different decision that taken at S1 or one which forgoes unit optimisation in favour of smoother overall operation. Threats or opportunities for synergy may call for a review of distribution of resources or priorities. S3* is a monitoring or an audit function for S3 to delve deeply and sporadically into the operation of S1. It does not interface with the operation of S1 but to gain information needed to manage the information as a whole.

S4 is a development function. While S3 is concerned with the inside and now, S4 looks to the outside and future. S4 uses two internal models to guide its activities. The first contains a complete model of its own activities and their connections. This prevents different perspectives on the future from acting at cross-purposes; for example it make sure that membership campaigns are related to the programmes and activities formulated by research on changing needs of the public, and that both are consistent with the strategic plan. S4 launches external investigations of its near and longer term environments and attempts to predict or anticipate future conditions. Although S4 has an external focus it also looks to the organisation's internal fitness for change and adaption.

S5 maintains the organisation's identity and balances its present and future requirements. The built-in tensions between S3 (present operational needs) and S4 (future development needs) require a function to mediate between them and resolve the issues they cannot settle on their own. By bringing this resolution S5 provides closure to the organisation. Who forms the S5 varies, depending on the context and frame of reference. The Shura Council, or in other cases, the Board of Directors may represent S5, Its function in either case are to speak for the whole of organisation.

The Muslim Societies (MSs) of the universities and polytechnics may form the S1s of the TMSN system. Representatives from these MSs may sit on the TMSN team to form the S3 to ensure maximum synergy and coherence. A group of alumni and former office bearers may be persuaded to perform the function of S4 and S5.

The Intelligence-gathering function (S4) is absent in most organisations, and without an effective metasystem (S3-S4-S5) any organisation will not be able to grow, adapt and become more potent in its environment.

TMSN -- the time to organise is long overdue !