Dissecting of the Organization and Management Functions...

Dissecting of the Organization and Management Functions An organization is a corporate enterprise which is created by people and managed by people. Various types of forces act upon it. Economic forces set limits for the management for achievements. They create opportunities for management for the action. But these forces do not by themselves determine the nature of the organization and what it has to do. Management does not adapt the organization to the forces of the market. On the contrary it has to find these forces and has to create them. It requires enormous efforts on the part of the management and a huge time to bring changes in the basic nature of the organization for ensuring its growth and success. In fact, how the management makes decisions determines whether the organization is going to continue to prosper or to decline, to survive or eventually to perish. And this is true for successive managements of the organization. Profit and profitability are crucial for the organization. Profitability is not the purpose of but a limiting factor on the organizational activities. Profit is not the explanation, cause, or rationale of the organizational behaviour and decisions, but the test of their validity. All the persons who occupy the directors’ chairs are to be concerned with profitability. The first test of any organization is not the maximization of profit but the achievement of sufficient profit to cover the risks of economic activity and thus to avoid loss. Further, there is the prevailing belief that there is an inherent contradiction between profit and the organization’s ability to make a social contribution. Actually, an organization can make a social contribution only if it is highly profitable. To put it crudely, a bankrupt organization is not likely to be a good...

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...

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 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’)...