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...

Organizational Learning...

Organizational Learning  An organization must learn so that it can adapt to a changing environment. Historically, the life cycle of organizations typically spanned stable environments between major socioeconomic changes. Many Fortune 500 companies of two decades ago no longer exist. The ever accelerating rate of global scale change has made the organizational learning very critical and its adaptation by organizations has become very relevant for the success, and ultimate survival of the organization. Organizational learning is based on applying knowledge for a purpose and learning from the process and from the outcome. It is the process of detection and correction of errors. The organization learns through its employees whose learning activities are facilitated by an environment in the organization that may be called an organizational learning system. Organizations learn only through individuals who learn. However, individual learning does not guarantee organizational learning. But without it there is no organizational learning. The concept of organizational learning has been borrowed and developed from the individual learning process which is normally believed to be a very sophisticated process and involves all aspects of the human nature and the interaction with the environment. Understanding the individual learning process is a good starting point to understand organizational learning, but it does not provide the entire picture. Organization is in a more complicated context than an individual to the environment. Organizational learning is not simply the collectivity of individual learning processes, but engages interaction between individuals in the organization and with the organization, interaction between organizations as an entity, and interaction between the organization and its contexts. The history of organizational learning dates back to early 1950s when this concept was mentioned in reference to the birth and death of public administrations. During early 1960s, researchers became attracted by the...

Training and Development Process...

Training and Development Process In the present day knowledge based environment, things are changing at a very fast pace. Even to maintain its position, an organization has to do a lot as well as act very fast. Organization achieves strategic advantages only due to its core competencies and core competence is developed only by the employees of the organization. Hence for achieving a level of excellence, organizations are to invest in updating the skills of its employees. This is done through training and development process. The process of training and development is shown in Fig 1. Fig 1 Process of training and development Training and development process is an organizational activity aimed at improving the performance of the individuals and groups of employees in the organizational settings. It is an organized activity for increasing the knowledge and skills of the employees. It involves systematic procedures for transferring technical and management skills to the employees. Training process is an important activity both for the organization as well as for the employees. Skills acquired by the employees through training are assets for the organization. The enhancement of the skills also provides the employees job security as well as opportunities for career advancement. In the modern industrial environment, where technological development is outpacing all other things, there is a continuous need for systematic training and development of the employees. Through ‘training’ employees are taught specific skills while through ‘development’ employee’s personality and management skills are enhanced. The training in an organization is necessary since there are: Advancement in technologies Demanding customers Thrusts for boosting productivity Requirements for improving the motivation levels Needs for improving the quality of output Necessities for effectiveness in management. Training is a continuous process and it should not stop at any stage. The...