ABSTRACT
In many traditional organizations, thought and action are still two separate entities. The people at the top have large heads and no hands-it’s where all the head work is done. The operational and support staff have no head, but only a pair of large hands-they are responsible for keeping the organization running (Figure 6.1). In organizations with traditional leadership, the main impression is that employees have to leave their brain at the gate before they are allowed in to work. Managers are employed to solve problems, and the remaining personnel perform the grunt work. When it comes to solving problems, managers in the public sector sometimes put more faith in subcontracted staff than in their own. Managers of such organizations overlook one important phenomenon. Performance depends for an important part
on motivation, and motivation of employees has a direct link with ownership. Ownership is the feeling that an employee gets when he is able and permitted to exert influence on his own work. In practice, this means that the employee identifies any obstacles that he faces on the job, generates solutions , and tries them out to solve the problem.
