"Our organisational culture - particularly subcultures - have increasingly degenerated our positive capabilities to work and win in extremely difficult conditions and turned instead into huge barriers to leveraging our collective wisdom." This statement by MoAfrika Seroke succinctly captures and expresses the focal area if there is a conscious political determination to rebuild and position the PAC to be a vanguard party, precisely it is through collective leadership and action characterised with objective, matured and principled constructive criticism that that the prevalent state of the party can be resolved followed by a political programme which is informed by a collectively held political line and ideological frame. Short cuts have their own limitations and organisational including political consequences. A claim to reinstate the party constitution without adhering to a sacrosanct principle of democratic centralism is an additional insult to organisational and revolutionary discipline that is after a self-imposed decree for self-serving reasons which arises from illusions and paranoia. Once MoAfrika Mosebjane Malatsi may his soul rest in peace made an assertion that one should be careful of those who lie through their teeth without blinking. How many comrades had been paraded before us as being revolutionaries and progressive including being ideologically grounded thus will bring progress political progress for the party? How many argued and were persistent about party discipline and credible branches and being standing members of the PAC but their past and current practices was never accounted fully? Moloto is a microcosm of a type of cadreship NACTU and PAC has created, study BCAWU so as to comprehend this microcosm and the political interests which drives such a behaviour. Whilst characters such as Moloto are today capable to project themselves as "PAC Members" and as "party builders", certainly the haunting question is why the PAC was not build within NACTU, BCAWU, MWASA, MEWUSA, SACWU, HOTELLICA and many other trade union which had been allegedly PAC led? It is necessary that we analyse and comprehend the political interest and line Moloto represent as opposed discussing merely the person, that is, what value system does Moloto embody thus pursues? If remain ignorant of looking deeper and learn from such personalities so as to ensure we break the vicious circle thus objectively formulate interventions that will guide and govern the value system that will result to an organisational culture system that will strengthen the party and organisational growth. I strongly uphold the view that tow line struggle will always manifest itself in most cases in the form of personalities. We condemn factionalism in any form and character and promote a principled organisational and collective political work. Above all, the fundamental question is salvage the party what form of a value system should characterise a cadreship for PAC revolutionary programme and genuine party building.
Certainly revolutionaries shall prevails however erratic and spontaneous actions fuelled by anger and emotions tends to obscure the reals daunting task before us. Bravely one can restate victory is possible through discipline, organisation and programme driven by conscious forces for revolutionary change. Again we can restate and question, HOW CAN A MAN DIE BETTER, IT IS WORTH TO MAKE A SACRIFICE BUT FOR WHAT? Regards Nkrumah -----Original Message----- From: [email protected] [mailto:[email protected]] On Behalf Of Jaki Seroke Sent: 20 April 2012 12:14 PM To: PAYCO forum Subject: [PAYCO] Fw: Organisational cultural characteristics Sent via my BlackBerry from Vodacom - let your email find you! -----Original Message----- From: [email protected] Date: Fri, 20 Apr 2012 10:08:53 To: <[email protected]> Reply-To: [email protected] Subject: Organisational cultural characteristics I've been quite encouraged and motivated by the inputs on this forum lately, and am admittedly chuffed by Hulisani Mmbara and Mduduzi Sibeko with their probing insight and provocative interrogation of the assumptions we hold respectively. In my musings I've been trying to get a correct reading of the pulse in inner-Party matters. I will not bore you with the findings, safe to say that we are presently at the cross roads and must collectively navigate the path to a bright future - for the sake of the true vanguard, PAC, and the African people. The weight of history is on our shoulders. Our organisational culture - particularly subcultures - have increasingly degenerated our positive capabilities to work and win in extremely difficult conditions and turned instead into huge barriers to leveraging our collective wisdom. There exists among us detrimental personal ambitions to steal and hoard assets of the Party and turn them into fiefdoms. This is a huge stumbling block. I listened attentively to Narius Moloto at a PASMA national general council almost a month ago saying "the PAC will hold its elective congress in Butterworth with approved structured only and no one will stop this". This is fatal absolutism and goes against the grain of democratic centralism - a cornerstone of the PAC's decision making process. In organisational theory, structure follows strategy. Moloto's approach is to completely deny the rot in their administration - where both a constitutional crisis and a legitimate leadership crisis exist - and to bury his head in the sand like the proverbial ostrich. He claimed in his take-it-or-leave-it approach that only branches blessed by him as "party-builder" will go to congress. This is a classic case of how personal bigotry and intolerance destroys collective reasoning and decision-making. I also do not understand the concept of political slates (as in the ANC) where election lists are secretly prepared and canvassed among voting cattle ahead of resolving the current crises. These lists are always headed by some shady individual with a hidden agenda. Politically, mountain-topism (the concept of rallying around a personality in inner-party campaigns) is a recipe for disaster and often turns the individual into the head of a divisive faction. Haven't we learned from the experience with Themba Godi, Thami ka Plaatjie, Letlapa Mphahlele and others. How we deal with mistakes significantly reflects the sub-cultural norms and practices in our organisation. Thick headed behavior and practice, in which we are reluctant to admit mistakes, shapes the context of our serial failures in social interaction with the Azanian masses. Do we really think the masses will not scrutinise the way we solve our own problems? The value of recognizing the source of mistakes, and fixing them, is critical to our collective party building success. We have to be objective and frank in our interactions with each other, comrades and compatriots. This is why I found the inputs and follow through on Mmbara and Sibeko quite enriching and inspiring to the cause of sustaining the Lembede-Sobukwe-Biko political legacy. Jaki Seroke Sent via my BlackBerry from Vodacom - let your email find you! -- Sending your posting to [email protected] Unsubscribe by sending an email to [email protected] You can also visit http://groups.google.com/group/payco Visit our website at www.mayihlome.wordpress.com -- Sending your posting to [email protected] Unsubscribe by sending an email to [email protected] You can also visit http://groups.google.com/group/payco Visit our website at www.mayihlome.wordpress.com
