Dear Balasubramanian,
You have started your post with the statement "behaviour is basically dissimilar". However, this appears to be your's or some else's averment. Yes, there exists an element of dissimilarity in human behaviour but it cannot be an axiom either.
What is the definition of behaviour? Behaviour is defined as the action or reaction of something under a specified circumstance.
While running a business enterprise or even a non-commercial entity, it is important to bring consistency in the actions or reactions. The decisions taken by the management personnel are nothing but their actions or reactions. The following could be the means to bring consistency in their actions or decisions:
a) First and foremost, even before setting the goals, a business enterprise needs to have a vision and mission statement. While taking decisions, the top management personnel must check whether their decisions fit within the framework of the vision and mission of the organisation.
b) It is not just the top management personnel who take decisions. The senior managers or even managers also make decisions. To bring consistency in their decisions, the top management must declare the organisation values. The managers must ensure that their every action or reaction fits within the values. By chance managers deviate from the values to check the deviation, a few companies empower their staff so that they can bring to their notice this deviation.
c) In day to day life, lower-level staff need guidance. To guide them or to delegate the work, the top management personnel make policies, rules and regulations. These policies or rules are designed to ensure that the principles of equality are maintained properly.
d) However, whatever written above is not sufficient. It is important to give proper shape to the organisation's culture. To do this, top management personnel are absolutely clear on what kind of culture they want to promote and conduct organisational surveys to ensure that the organisation's culture remains pure and steps are taken to remove impurities if any.
e) To bring similarity in the behaviour of all the personnel, it is pertinent on the part of the top management personnel to foster a culture of justice or discipline in the company. There cannot be two sets of rules for the different sections of personnel. Application of the rules and regulations should be uniform irrespective of department, designation etc.
f) Bringing behavioural consistency is always a challenge. To tide over this challenge, in many companies, proper records are maintained on the circumstances under which the decision has been taken. In many companies, whenever a new CEO or Director joins, he/she brings his/her own set of rules. However, while amending the rules or regulations, due diligence must be done to know what were the options for taking the decision and why a particular option was chosen by his/her predecessor. The option for taking the decision that the current CEO or Director could be considering the same option might have been considered earlier also. However, why it was sidelined is important to understand.
Bringing uniformity in behaviour is no easy task. However, to bring uniformity, checks and balances must be instituted. In a few companies, someone may be designated as a whistleblower. The role of the whistleblower is to flag the deviations if any.
Though your query was short, it had a lengthy reply. I do not know what your designation is. I hope you understand what I have written above.
Thanks,
Dinesh Divekar