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,...