Strategic Planning and the Organization...

Strategic Planning and the Organization Organizational management is to plan for the future for the effective functioning of the organization. For this both the short range and the long range planning is needed (Fig 1). The idea of long range planning for the organization is rather new and was practically unknown several decades ago, but presently it is being done in most of the organizations. These days, there is hardly an organization which does not have an elaborate long range plans. Fig 1 Future planning for the organization It is rather necessary that each of the basic management decision is to be a long range decision. These days for an organization, especially in a large organization, ten years is considered to be short time span. Whether concerned with building new capacities or for introducing a new product in the market, or reorganizing the internal set up of the organization for its effective functioning, implementation of every major management decision takes years before it is really effective. And it has to be productive for years thereafter to pay off the investment made in men and money. Hence, the organizational management requires skills in making decisions with long futurity on a systematic basis. Management has no choice but to anticipate the future, to attempt to mould it, and to balance short range objectives with the long range objectives. Though looking into the future is not an easy job, yet the management is to ensure that these difficult responsibilities are not overlooked or neglected but are taken care off as well as it is to ensure that it is realistically possible. The future does not just materialize even if the management has very strong desires for it. The strong desires are not enough. The future needs decisions...

Importance of the Organizational Management...

Importance of the Organizational Management Organizations are parts in the society structure. They are part of the community in which they function. They exist for fulfilling the specific needs of the society as well as for satisfying some of the societal purpose. Hence, it is important that the organizations function successfully so that they can fulfill the tasks for which they are set up. They are to effectively and efficiently fulfill those needs of the society for which they have come into existence. Management, in turn, is an important part of the organization. It has no function in itself, indeed, no existence in itself. Management separated from the organization it serves is not a management. Management does not function efficiently and effectively when it becomes bureaucratic, or when it start serving some special interests in the society or when it fails in making the organization to function successfully so that it can fulfill the tasks for which it has been set up. Such a management has misconceived itself as an end and the organization as a means. This is a degenerative disease to which managements are prone, and especially those managements which do not stand under the discipline of the market test. The prime objective of an effective management is to prevent this disease to arrest it, and, if get caught in the disease then it is better to get cured. The existence of the management in the organization is since there is a necessity for it to fulfill certain tasks. The success of the management is determined by how they fulfill these tasks. These tasks are three in number, equally important but essentially different, which management has to perform to enable the organization in its charge to efficiently function and to make its...

Role of Concentration and Priorities in Effectiveness...

Role of Concentration and Priorities in Effectiveness Both the concentration and setting of priorities play a major role in an executive’s effectiveness. In fact, an effective executive does first things first and he does one thing at a time. The need of concentration is embedded both in the nature of the executive job as well as in him as a person. There are many apparent reasons for this. There are always more important contributions to be made than there is time available to make them. If someone analyses the richness of the important tasks to which the executive contributes and the time available with the executive for the tasks, then he comes up with an embarrassing situation which reveals a scarcity of time available for the work that really contributes. It is a fact that no matter how well the executive manages his time, the greater part of it is still not his own and hence, there is always a time deficit. The more an executive focuses on upward contribution, the more he needs fairly big continuous shares of his time. The more he switches from being busy for the achievement of the results, the more he has to make sustained efforts and these efforts require a fairly large quantity of time to bear fruit. And to ensure that this time which is really productive is available, the executive needs self-discipline and a very strong determination to say ‘No’. Similarly, the more the executive makes efforts at making strengths productive, the more he becomes conscious of the necessity to concentrate on the human strengths available to him on major opportunities. This is the only way to get results. But concentration is dictated also by the fact that most of the persons find it hard...

Executives and Effectiveness...

Executives and Effectiveness It is not generally enough for an executive to be intelligent, to work hard or to be knowledgeable for being effective. Effectiveness is something which is different and distinct. But to be effective, the executive does not need special assistances, aptitude, or training. He is required to do certain and fairly simple things. These simple things consist of a few practices which are not inherited. These things are required to be learned. After learning, these things are to be practiced until they become habits. The executive, who works for becoming an effective executive, always succeeds in doing so. Effectiveness can be learned and for an executive to be effective it is necessary that he learns effectiveness. Effectiveness is what executives always need for their performance at work. Without effectiveness there is no performance, no matter how much intelligence and knowledge goes into the work, no matter how many hours it takes. Yet it is perhaps very surprising that very little attention is paid by executives towards effectiveness. In the present day environment, an executive is expected to spend all of his working life in an organization of some kind. His effectiveness depends increasingly on his ability to be effective in the organization, to be effective as an executive and to have abilities to perform. Perhaps even his ability to survive in the organization increasingly depends on how effective executive he is for the organization. As a matter of fact, effectiveness for an executive is a key requirement for his individual achievements and accomplishments. It is the prime requirement for him to carry out his job efficiently. Since he is expected first of all to get the right things done, which simply means that he is expected to be effective. But usually...

Effective Decisions

Effective Decisions Making a decision is comparable to giving a verdict. It is a choice between different alternatives. It is seldom a choice between wrong and right. It is mostly a choice between ‘almost right’ and ‘perhaps wrong’. It is very often a choice between two courses of action neither of which can be considered more correct than the other. Most of the literature on decision making advises that the decision maker is to find the facts first. But it is also a point that management executives who make effective decisions are aware that one does not start with facts. Instead, they start with opinions. These opinions are, naturally, nothing but untested suppositions and, hence, worthless unless tested against reality. To determine what is a fact, requires first a decision on the criteria of relevance, especially on the suitable measurement. This is the core of the effective decision, and usually it is the most controversial aspect. Further, most of the literature on decision making states that the effective decisions flow from a consensus on the facts. To the contrary, the understanding which underlies the right decision grows out of the clash and conflict of divergent opinions and out of the serious consideration of competing alternatives. To obtain the facts first is impossible. There are no facts unless one has a norm of relevance. Events by themselves are not facts. As an example, the taste or colour of a substance is not a fact in physics, while in cooking the taste is a fact of highest importance, and in painting, the colour matters the most. Physics, cooking, and painting consider different things as relevant and therefore consider different things to be facts. Executive, who is making effective decisions, also knows that people do not start...

Organizational Productivity by Harnessing the Strength...

Organizational Productivity by Harnessing the Strength  Effective organizational management achieves the productivity by harnessing the strengths available in the organization (Fig 1). It is aware that it cannot build on weaknesses. To achieve results, it has to use all types of the available strengths in the organization which include the strengths of the non-executives, the strengths of the executives, and its own strengths. These strengths are the true opportunities. After all, the unique purpose of the organization is to make strength productive. It cannot, of course, overcome the weaknesses with which the organizational employees are generally having with them, but it can always make these weaknesses irrelevant. It is to strive for using the strength of each employee as a building block for the enhancement of the organizational productivity. Fig 1 Organizational productivity by harnessing the strength The major area in which the effective management encounters the challenge of strength is in its function of staffing. The effective management fills positions and promotes people on the basis of what the employee can do. It does not make staffing decisions to minimize the weaknesses of the organization but to maximize the strengths. Such management makes effective appointments since it selects people for their tested abilities and not for the absence of a weakness. It staffs people for their strengths though they may have weaknesses which are to be ignored. The people having narrow but very great strength normally bring success to the organization. If the management tries to place a person or staff the organization to avoid weakness then it ends up at best with mediocrity. The idea that there are ‘well-rounded’ people, people who have only strengths and no weaknesses (whether the term used is the ‘complete man’, ‘mature personality’, ‘well-adjusted personality’, or ‘generalist’)...