I won’t define management. And there is no definite
management style pertaining to any particular kind of organization. What I would
rather like to talk about is the ingredients!
Management is like a food item. The different ingredients and
the ratio in which they go in the preparation of a dish define the style. It is
these styles that draw the differentiating factor. And of course, the chef, the architect of the
style makes the final difference.
Now a dish popular in north India won’t be as popular in
other parts of India and vice-versa. Hence the popularity or success of the
dish is in congruence with factors involving geography, history, society,
religion et al. Similarly, success of management style also depends on the factors
stated above and their likes. Of course, the culinary experience has to be implausible
and recurrent in nature for which constant innovation has to be encouraged.
Evolution of management style has been as dynamic as water. Societal
changes and the final mix have had reflections upon it. Hence the external
environment of an organization, which is almost an open system in today’s world
of globalization, plays a major decisive role in designing the style and structure
of the organization.
The management world is aware of the so called ingredients,
some of which are creativity and innovation, ethics and social responsibility,
transparency and communication, structuring and restructuring, clear
distribution of power.
These ingredients have to be considered in a ratio
commensurate to the type of organization; whether it is a start-up or a
competitor, a young or middle aged company (according to the age group of
employees). Also an organization can be typified according to a company life
cycle (CLC) on the lines of product life cycle (PLC).
Another emerging trend that needs to be integrated in
organizations is internal branding. The atmosphere in an organization has to be
charged with enthusiasm all the time and constant updates and each employee
inclusion are needed for the same.
All of us may choose a work profile in an organization for
the money and career prospects, but in the long run, what maintains the health
of engine of our work life is the feeling of belongingness to the company. And for
that respect, identity and subsequent ‘I am important’ phrase has to be
pronounced by employees’ minds.
Also a clear division of work has to be maintained within an
organization for proper planning, efficient execution and optimized result. One
of the road blocks for the drive of UID is unclear division of work. Whether there
is a vertical or horizontal hierarchy, or, whether there is a pooled,
sequential or reciprocal interdependence seen in an organization, clear
allocation of responsibility for work is indispensable.
Authority should not be synonymous with rigidity and
bossiness, but assertiveness, confidence and leadership. Whether it’s a top-bottom
or bottom-up line of control, the above stated factors remain vital.
Multiple initiatives like organizing cultural and sports
events and other employee centred activities should be focussed upon. After all
in the highly competitive era that we are facing now, the spotlight must move
on from employee retention and satisfaction to employee delight!
