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,...

Employees and organizational responsibility...

Employees and organizational responsibility Employees, whether unskilled or skilled, manual, clerical, or knowledge worker, are required to take the burden of responsibility. For this, they need tools, incentives, and security. Organizational management normally expects every employee to be responsible and has focus on his job. The job has to make achievement possible. Though the job is not everything, yet it comes first. If other aspects of working are not satisfactory, they can spoil even the most achieving job. But if the job itself is not achieving, nothing else can provide achievement. This may appear to be silly, but the major approaches to managing the employee, throughout history, have focused on elements external to the job. For instance, several trade union leaders, while focusing on ownership, have, by and large, left unchanged the structure of jobs and the traditional practices of managing employees. Protectiveness focuses on welfare, i.e., on things like housing and health care etc.. These are very important, but not substitutes for job achievement. More recent solutions such as the ‘co-determination’, which certain trade unions are pushing to put union representatives on the board of directors and into top management but do not concern themselves with the employees’ job itself. The fundamental reality for every employee is the eight hours or so he spends on the job. It is this job, through which the great majority of the employees have access to achievement, to fulfillment, and to the organizational success. To enable the employee to achieve, he must therefore first be able to take responsibility for his job. This basically needs (i) productive work, (ii) feedback information, and (iii) continuous learning (Fig 1). Fig 1 Basic needs of employees for taking responsibilities It is foolish to ask employees to take responsibility for their...

Planning for Organizational Future...

Planning for Organizational Future Future is always unpredictable (Fig 1), though it is an important aspect for planning for an organization. Future can be described only by two things namely (i) it is not known in the present and only people can make a guess about it, and (ii) it is going to be different than what exists today and from what is expected now. Fig 1 Unpredictable future The above statements are not principally new or particularly unusual. But these statements have far-reaching following implications. If present day actions and commitments are based on the predictions of future events then these are wasted attempts. The best thing which the people can hope to do is to anticipate the future effects of the events which have already permanently taken place. But it does not precisely mean that because the future is going to be different and cannot be predicted, people continue to function in the present way with the comfortable assumption that nothing is going to change. Though it is risky to make the unexpected and unpredicted future, still it is a normal activity. And it is less risky than sailing along on the comfortable assumption that nothing is going to change and also less risky than following a possibility of ‘what must happen’ or ‘what is most probable’. Management is required to accept the need to work systematically on making of the organizational future. But this does not mean that the management can work for the elimination of risks and uncertainties since this is not feasible. The one thing the management can try to do is to find, and occasionally to create, the right risk and to exploit uncertainty. The purpose of the work on making the future is not to decide what...

Management of Workplace Activities...

Management of Workplace Activities Workers are the employees of the organization who physically carry out the work at the workplace. To perform efficiently and in a professional manner workers need knowledge, capability, and many qualities and traits.  For doing the work at the workplace, workers work with various tools, equipments, instruments, implements and processes.  The performance of the organization depends on how efficient the workers are at their workplace. Further, healthy, well trained, knowledgeable, disciplined, motivated, safe, alert, honest, and hardworking workers manage their workplaces in a manner which make them more productive. The traits, which the workers need for efficiently managing the activities at the workplace, include teamwork, integrity, commitment, and work ethic. Workplace is the place where a worker performs his activities. There need to be dynamic alignment of workplace activities with the work environment for efficiency, peak performance, and reduction in the costs. In a way, what is workplace for a worker is very much similar to what is an organization for a management. The performance of the worker depends on how he manages his workplace activities. He is required to manage the workplace activities (Fig 1) ably, strongly, and proficiently to be productive. Workers who manage the workplace activities well make a difference in the workplace and have a voice, a say in how the work is done. Fig 1 Management of workplace activities A worker to be professional is to conduct himself with responsibility, accountability, and excellence. It means proper planning of the workplace activities along with communicating effectively and appropriately and always finding a way to be productive. It also means managing of available resources at the workplace efficiently. The worker is required to be ethical, team oriented, and to possess strong interpersonal and problem solving skills. Main...

Performance Management for Organizational Success...

Performance Management for Organizational Success Performance management in an organization includes activities which ensure that goals are consistently being met in an effective and efficient manner. It focuses on the performance of the organization, department, employees, or even the production processes which produces the product or service, as well as many other areas. It is also known as a process by which the organization aligns the resources, systems and employees to strategic objectives and priorities. An organization aspiring for success needs in place the process of performance management. Aims of the performance management in the organization are (i) to make the performance of the organization visible, (ii) to drive the management and the employees to take actions, and (iii) to provide timely feedback on the effect of the actions for taking corrective measures. Performance management highlights the visible performance gaps in the organization. It creates increased pressure on the management and the employees for improvement in the performance level. It identifies the areas of improvement in the organization. It helps the organization for sustaining the continuous improvement in quality, cost, safety, and in meeting the customer requirements. Performance management is a structured visual approach to monitoring of the organizational performance, highlighting issues and reacting to them in a timely manner. Performance management system is required in the organization for the purpose of meeting obligations to customers, employees, shareholders and other stakeholders. Collection and analyzing of data is an important necessity in the process of the performance management. Accuracy of the data for the performance indicators is necessary for the stimulation of the improvement activities in the organization. The data-improvement cycle is given below in Fig 1. Fig 1 Data improvement cycle Performance management is a tool to ensure effective management in the organization. It is the process...