Management Development...

Management Development The development of executives in an organization is necessary for its present smooth functioning as well as for its proper functioning in future. The development of the executives takes place along two lines (Fig 1). The first consists of enhancing his knowledge towards technologies and technological skills which are changing very fast in today’s environment. The second consists of developing his managerial abilities so that he can function in higher managerial positions ably and in a responsible manner. Fig 1 Two lines for development of executives In the present day environment it is necessary for every organization to give serious thought to the development of its executives in various management techniques. The performance and the efficiency of the executives are greatly enhanced if they are well versed with the techniques of management. Hence the organizational management is required to give importance to the management development activities. Basic organizational decisions need an increasingly long lead time. Since no one can foresee the future, management cannot make rational and responsible decisions unless it selects, develops, and tests the executives who are to take care of these decisions in future, since these executives are going to become managers in the coming future and are going to run the organization. The executives need to have managerial abilities. They need to have along with the theoretical knowledge, the ability to organize and to lead. They need to know how to make decisions and what the managerial control techniques are. Management development programs develop the executives of today into efficient managers of tomorrow. These programs ensure continuity in the organization, which is a vital aspect for the efficient running of the organization, especially in a large organization where this need is more essential. The organization being a wealth...

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’)...

Standards and their importance for the Organizations...

Standards and their importance for the Organizations The modern and globalized world cannot exist without standards which are sup­porting cooperation, trade, health, safety, and economic growth etc. In fact, standards exist in almost all aspects of modern life. They range from standards in information and communication technology which ensure the interoperability of diverse components to standards for the quality of products or services, and underlie areas ranging from the harmonization of international accounting systems to the governance of the social and environmental performance of the organizations. Stand­ards have a huge influence on everyday life. They play a key role in an environment where an organization is to be at its best for achieving success. They are open access documents with no charge or license fee for their use, apart from the cost of its purchase. The development of standardization as an engineering activity was pioneered by Eli Whitney, who in 1793 invented the cotton gin, a machine for separating cotton fibres from their seeds. Whitney later introduced the production of interchangeable components for the manufacture of guns. Standardization of screw threads by Sir Joseph Whitworth dates back to 1841. Other instances of early standardization can be found in the dawning age of the railway industry, as the establishment of a standard width between the two rails on the railway track, the manufacture of railway couplings, air brakes and the signaling system called for increasing levels of standardized work. But major impetus to the development of standards came around the turn of the 20th century, when a large number of national standardization organizations were founded, including organizations that are nowadays known as the British Standards Institution (BSI) and the American National Standards Institute (ANSI). Their purpose was to create sets of rules for the design...