Influence of stakeholders on the organizational management...

Influence of stakeholders on the organizational management Stakeholders are the people or groups who have an interest, claim, or stake in the organization. Hence, stakeholders usually focus on the performance of the organization and ensure that it remains at an acceptable level. Stakeholders do not have any role in the management of the organization, but they do influence the organizational management. Stakeholders influences the decision making process. They ensure that the organizational work environment remains dynamic, stimulating, and rewarding and there are good working conditions available in the organization so that the organization can perform well. However, it is to be understood that the stakeholders have their own interests which are required to be satisfied by the organization. These interests can vary and can relate to productivity, environment, quality, technology, as well as financial, regulatory, welfare, or ethical issues etc. The organization is required to define, fully understand and address the interests of the stakeholders. This is a very delicate process which is required to be addressed with discretion since it can help the organization to achieve the long term success. The organization which does not have the ability to satisfy its stakeholders defeats the purpose of its existence. For these reasons, management is required to assess the organizational setting and its own role. The major task of the management is to build relationships and to develop a framework for partnership. This framework connects the people of the organization with one another, and with its stakeholders with the stakeholders. For doing it, management is required to identify critical relationship, develop satisfactory working relationships with several key individuals and groups involved, and finally work for the maintenance of these relationships. With the conservation of organizational resources, time, money and personnel as mandate, organizational management seeks to capitalize...

Understanding the Organization...

Understanding the Organization An organization consists of a system where two or more people work together to achieve a group result. In the organization organized human activities take place. These human activities are the co-operative activities of two or more persons. The organization is the process of dividing up of these activities into various tasks to be performed and the coordination of these tasks to accomplish the activities. The structure of an organization can be defined simply as the sum total of the ways in which it divides its activities into distinct tasks and then achieves coordination among them. An organization is a basic social unit which is generally established for the purpose of achieving the set objectives. The organization is considered to have several distinct features. These features can be (i) a common objectives or an accepted pattern of purpose, (ii) a set of shared values or common beliefs which provide individuals a sense of identification and belonging, (iii) a continuity of goal oriented interaction, (iv) a division of work purposely planned for achievement of the objectives, and (v) a system of authority or a chain of command to achieve conscious coordination of efforts for achieving the objectives. Organizations can be either informal or formal. An informal organization can be characterized by some of the features of the formal organization, but it lacks one or more of these features. Individuals who share a common value may meet regularly to foster some objectives, and this group can become a recognizable formal organization. Some informal groups never develop the consistent characteristics of a formal organization, however, and simply remain informal. Formal organizations almost inevitably give rise to informal organizations. Such informal groups can be regarded as spontaneous organizations which emerge since individuals are brought together...

Employee education and training...

Employee education and training Technologies are changing very fast in today’s world. Latest technologies of yesterday have become outdated today and what is latest today will change tomorrow and newer method of production will replace the traditional methods of production of today. As new technologies have advanced, new procedures and new skills are required and there is an increasing need for skilled and highly trained employees who are able to meet these changing situations in the workplace. These changes require new job requirements and new methods of working which in turn require different combination of expertise, knowledge, and skills. In this environment of growing uncertainty, organizations are to be aware of the need for their businesses to search for new answers to the problems of productivity and quality. As the technology advances, necessity arises for a higher level of skills from the employees of the organization. Studies have shown that there is a long term shift away from unskilled to highly skilled jobs with the advancement of the technology. However, despite this increasing requirement for highly skilled employees, there is evidence that the skills gap in some of the organizations is widening with a growing deficit in key or core skills, which does not augur well for the future for these organizations. Education and training are essential for the development of employees’ capabilities. Both these activities are tied closely together and mutually reinforce each other in the promotion of employees’ development. These activities develop creativity, positive attitude, and a sense of responsibility and also help the employees to attain high degree of motivation. Through these activities, employees can improve their respective skills and develop a sense of fulfillment. Good-quality education, complemented by relevant training and skills development opportunities, prepare the employees for their productive...

Supervisors and their Role in the Organization...

Supervisors and their Role in the Organization Supervisor is a person who is in charge of, and coordinates the activities of a group of employees engaged in related activities within a unit of an organization. He is a front line manager and is responsible for getting the non-executive employees to carry out the plans and policies set by the management. A supervisor is also sometimes being called as a front line supervisor since he is the first link between the management and the non-executive employees. A supervisor plan, direct, motivate, and monitor the work of non-executive employees at the operational level of the organization. Supervisors are the first-level executives, since they have only non-executive employees reporting to them. Supervisors can also be second-level supervisors when they supervise a combination of other supervisors and non- executive employees. Place of supervisors in the organizational structure is given in Fig 1. Fig 1 Place of supervisor in the organizational structure The main job of a supervisor is supervision which is defined as instructing, guiding, monitoring and observing the employees while they are performing their duties in the organisation. The word supervision is the combination of two words, i.e., supervision where super means over and above and vision means seeing. So, supervision means seeing the activities of employees from over and above. Supervisors are member of management and hence they also carry out in the front line the so called four functions of the management namely planning, organizing, directing and controlling. Supervisors are leaders for their team. They play very important role in the organizational functioning. Their thinking and actions are to be professional and disciplined. They are to have positive approach to work environment.  They are to think in a systematic way. They need to approach the...

Operational Discipline in Steel Industry...

Operational Discipline in Steel Industry Operational discipline means complying with a set of ‘well thought out’ and ‘well defined’ processes, and consistently executing them correctly. Striving to achieve operational excellence is one of the most important contributors to the steel industry’s sustainable performance and growth. Steel organization which reach for a higher level of operational excellence reap numerous benefits namely (i) a systemic, evolving and effective approach to its operations (ii) a continually productive and innovative workforce, and (iii) an organization which consistently achieves sustainable growth and increasing valuation. It is not uncommon to confuse operational discipline with operational excellence. While the two are closely linked, yet the latter cannot be realized without the former.  Operational discipline is but one important component among others which one can find on the path of the operational excellence. DuPont defines operational discipline as ‘the deeply rooted dedication and commitment by every member of an organization to carry out each task the right way every time’. In short, operational discipline can be stated as ‘everyone in the organization doing it right every time’. It means complying with a set of well thought out and well defined processes, and consistently executing them correctly. It is an essential ingredient when trying to achieve operational excellence. Operational discipline provides an organized and systematic way to complete tasks and implement operational changes through a fundamental set of procedures which are specific to the steel organization’s unique product. Regardless of the final products of the steel plant, operational discipline increases reliability and decreases the risk of the occurrence of a high magnitude incident. This is much easier said than done. However, building a culture in the organization around the pillars of operational discipline is the most effective way towards the achievement of this...