Management of Organizational Growth...

Management of Organizational Growth Organizational growth is not automatic. It does not follow from success. Of course, it needs organization to have the right products or services for the right markets at the right time. But this is a requirement for growth, a necessary condition, rather than growth itself. Growth of an organization is full of stress and strain. It causes discontinuity. It makes the organization to change itself. It can create identity crisis as there is transition from old stage to new stage. Even the ablest, the brightest, the most highly motivated organization can suffer the worst identity crisis. For an organization to be able to grow smoothly and without trouble, it is to be carefully prepared for growth, trained for growth, and directed towards growth. The management can prepare the organization for growth by thinking big the way IBM has done it in the mid twentieth century. The IBM management adopted a impressive name,’ International Business Machines’, at a time when IBM was neither international nor truly business machines. IBM created an organizational image through distinctive design and distinctive typography for its products, its publications, and its communications inside and outside the organization. It invented the slogan ‘think’ and distributed hundreds of thousands of ‘think’ posters and stickers to its employees and customers. From very early days IBM had developed and trained a human organization which was to look upon itself as select force and which was prepared to manage a very much bigger organization. The management had insisted that the employees take responsibility for their own work and thus trained a whole cadre of proud and competent workforce which became the skeleton around which the much bigger IBM workforce of later years was built. Above all, the management trained, and trained,...

Role of Planning in Management...

Role of Planning in Management Planning is the primary and most important function of management and occupies a very high position in the management process. It is the starting point of the whole management process and involves the determination of future course of action. Why an action is required, how to take an action, and when to take action are main subjects of planning for the management. Planning is a determined course of action for achieving a specific objective.  It is deciding in advance what to do and how to do. It is needed at every level of management. In the absence of planning all the business activities of the organization become meaningless. The importance of planning has increased all the more in view of the increasing size of organizations and their complexities and because of uncertain and constantly changing business environment. In the absence of planning, it may not be impossible but certainly difficult to guess the uncertain events of future. Planning is one of the basic management functions. In fact it occupies the top position in the management process. It is the starting point of the management process as other management function can take place only through this function. Before doing a thing, it is necessary that the management formulates an idea of how to work on a particular task. Thus, planning is closely connected with creativity and innovation. It involves setting objectives and developing appropriate courses of action to achieve these objectives. Objectives are achieved by fixing time based goals For achieving its goals management of an organization usually works with several management plans such as business plan, production plan, maintenance plan, or marketing plan etc. Further management plans can be either short term or long term or both. Definition of...