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What are the Participation and Organizational Change?
Organizational change is inevitable in a progressive culture. Modern organizations are highly dynamic, versatile, and adaptive to the multiplicity of changes. This article explains employee Participation and Organizational Change; According to Cambridge Dictionary; “A process in which a large company or organization changes its working methods or aims, for example, to develop and deal with new situations or markets”.

Explain are employee Participation and Organizational Change.

Organizational Change looks both at the process in which a company or any organization changes its operational methods, technologies, organizational structure, whole structure, or strategies, as well as what effects these changes have on it. As well as Organizational change usually happens in response to; or as a result of; external or internal pressures.

“Around 25 to 30 percent of the existing companies might force to stop operations in the country in the next 2 – 3 years. This trend is likely to take place because of the increasing change in the Indian economy which has moved from the regulated and protected regime towards a more open and competitive the regulated and protected regime towards a more open and competitive economy. In this changing perspective, only those who can compete and survive would emerge and take over the place of old ones.” Also learn, What are the Participation and Organizational Climate? employee Participation and Organizational Change.

Meaning of Organizational Change:

Employee participation and Organizational Change looks both at the process in which a company or any organization changes its operational methods, technologies, organizational structure, whole structure, or strategies, as well as what effects these changes have on it. Organizational change usually happens in response to – or as a result of – external or internal pressures.

It is all about reviewing and modifying structures – specifically management structures – and business processes. Small commercial enterprises need to adapt to survive against larger competitors – they also need to learn to thrive in that environment. Large rivals need to adapt rapidly when a smaller, innovative competitor comes onto the scene.

Definition of Organizational Change:

Company or organization going through a transformation. Organizational change occurs when business strategies or major sections of an organization are altered. Also known as reorganization, restructuring, and turnaround.

FACTORS IN ORGANIZATIONAL CHANGE:

Organizational changes are required to maintain equilibrium between various external and internal forces to achieve organizational goals. What are Factors in Organizational Change? Therefore various factors that may be important for necessitating organizational changes may be group into two categories: external and internal.
- EXTERNAL FACTORS.
- INTERNAL FACTORS, and.
- PLANNED CHANGE.
One of Newton’s laws is that “bodies in motion tend to stay in motion: bodies at rest”. There is an organizational version of this basic truth. Those who believe in growth and forward movement tend to be exemplars of change, while those who believe in “this is how we do things around here” lead to doom. Therefore, bringing change in the planned manner is the prime responsibility of all forward-looking managers.

The planned change aims to prepare the total organization, or a major portion of it, to adapt to significant changes in the organization’s goals and direction. Thomas and Bennis have defined planned change as follows: “Planned change is the deliberate design and implementation of a structural innovation, a new policy or goal or a change in operating philosophy, climate or style.”

TECHNOLOGY-RELATED CHANGES:

Technology refers to the total of knowledge providing ways to do things. It may include inventions and techniques which affect the way of doing things, this is designing, producing, and distributing products. Technology related changes may include:
- Changing problem – solving and decision-making procedures.
- Introduction of automated data processing devices like computers to facilitate managerial planning and control.
- Change in methods of production like the conversion of unit production to mass production.
- Thus any change in technology necessitates the change in all these factors.
TASK-RELATED CHANGES:

Technology – related changes determine the types of tasks that may require completing an operation. However what alternatives are chosen must consider the core job characteristics – skill variety, task identity, task significance, autonomy, and feedback from the job. Task-related changes must focus on:
- High internal work motivation.
- High quality work performance.
STRUCTURE-RELATED CHANGES:

Structural changes redefine the nature of relationships among various organizational positions and may include:
- Changing the number of hierarchical levels.
- Changing one form of organization to another form.
- The Changing span of management, and.
- A Changing line – staff and functional authority.
When structural changes are affecting, these may affect the formal reporting relationships, formal interaction patterns, and consequently informal relations.

PEOPLE-RELATED CHANGES:

Changes of any type as pointed out above require changes in people in an organization. These changes may be of two types – skills and behavior. The magnitude of these changes depends on the type of change. For example, if there is a change in technology says from manual to automated, it requires the different type of skills in the operators as compared to the previously used skills. Similarly, changes in behavior and the social-psychological factors determining behavior are requiring.

OBJECTIVES OF PLANNED CHANGE:

The planned change is needed to meet the overall objectives of the organization. Since there may be changes in the forces – both internal and external – affecting organizational functioning the organization has to make a suitable change to meet its objectives. Thus objectives for such change may be two-fold:
- Modification of the organization’s mode of adaptation to changes in its environment, and.
- Modification of structure, technology attitudes, values, and other behavioral constructs of people in the organization.
1. Environmental Adaptation:

The organization is an adaptive – coping system, it has to work in an environment that is marked by dynamic characteristics. Every organization tends to maintain balance and equilibrium. Because of changes in the environment, the organizational equilibrium is affecting. If the changes are minor and come within the preview of existing programmers, the organization will accommodate them automatically.

However, if the changes cannot adapt to the existing framework, the organizational equilibrium will imbalance and organizational effectiveness is adversely affected. IN this case, the organization requires some innovation. This innovation is in the form of various changes that the organization has to incorporate. Simply because of this reason, every organization has an adaptive subsystem, such as the research and development department, marketing research department, and so on.

2. Individual Adaption:

The second objective of the planned change is to achieve individual adaptation. The organization cannot reach the objective of its environmental adaptation unless some basic internal adaptation is achieving. These internal factors may-be individuals, organization structure, technology, and task. Individuals are the first in this contact.

For organizational effectiveness, people have to change themselves so that they can cope with the requirement of change circumstances. Such changes may require in their attitudes, communication system, the way of behaving, leadership and work styles, and other relevant organizational behavior. Such changes must make according to the need for a new situation.

3. Structural Adaption:

Organizational structure is the pattern of relationships among various positions and various position holders. Structural adaptation involves changing the internal structure of the organization. This change may be in the whole set of relationships, work assignments, and authority structures. Changes in organizational structure are requiring because old relationships and interactions no longer remain valid and useful in the change circumstances.

4. Technological Adaptation:

The impact of recent technological development has forced the organization to take into account the role of technology in organizational success. To cope with the changing environment which may include technological factors as well, the organization has to incorporate new technology. Thus this technological adaptation forces directly the organization to change its task.

5. Task Adaptation:

Technological changes may bring many types of changes in an organizational task. Task forces on the job performed by the individuals in the organization. Since there may be many new types of jobs, the existing job performing techniques may not be suitable. Moreover, there may be a new job load because of job enlargement. In such a case, a new equilibrium has to found out which matches people with jobs. In this matching process, there may be several problems that must encounter by the plan change.

What are the Participation and Organizational Change? Image #Pixabay.

Reference:

1. Meaning – //marketbusinessnews.com/financial-glossary/organizational-change-definition-meaning/
2. Definition – //www.businessdictionary.com/definition/organization-change.html
3. Photo Credit URL – //www.paycom.com/blog/wp-content/uploads/2013/08/raising-hands.jpg
February 19, 2018
What are the Participation and Organizational Climate?
Participation and Organizational Climate; Participation is based on the democratic value of organizational life. The basic feature of democracy as applying to organizational life can see by quoting Bennis. He observes that democracy is not permissive or laissez-faire, but the system of values – a climate of beliefs governing behavior – which people are internally compelled to affirm by deeds as well as words.

Explain are the Participation and Organizational Climate!

Learn, the Participation and Organizational Climate! These values include:
- Full and free communication, regardless of rank and power.
- A reliance on consensus rather than on the more customary forms of coercion of compromise, to manage conflict.
- The idea that influence is based on technical competence and knowledge than on the vagaries of personal whims or prerogative of power.
- An atmosphere that permits and even encourages emotional expressions as well as task-oriented acts, and.
- A basic human bias, one which accepts the inevitability of conflict between the organization and individual but which is willing to cope with and mediate in this conflict on rational grounds.
Such values involve participative management in the organization which incorporates getting things done through other people by creating a situation in which subordinates may developmental and emotional involvement in a group situation which encourages them to contribute to group goals and shares the responsibility in them. There are important ideas in this concept of participation. Mental and emotional involvement, acceptance of responsibility and motivation to contribute.

To summarise, we can say that there are three important ideas in this concept of participation:

Mental and Emotional Involvement:

The basic feature of the participative system is that there should mental and emotional involvement of the employees in the administration of the organization. This involvement is psychological rather than physical. A person who participates is ego involve rather than mere task involves. If there is no psychological involvement of the employees, the participation is no participation but just a manipulation. In such a situation, the manager tries to make people think that they are participating and having an influence, while in reality, they are not.

Acceptance of Responsibility:

A second important characteristic of participation is that people are encouraged to accept responsibility. Since people are mentally and emotionally involving in decision making, they have to undertake responsibilities also. Thus, they become both decision makers and executors.

This is a social process by which people become involving in an organization and want it to work successfully. When people want to do something, they will find a way. Under participative conditions, people perceive managers as supportive contributors to the team. Employees are ready to work actively with managers, rather reactively against them.

Motivation to contribute:

The third feature of participation is that it motivates persons to contribute to the situation. They are given opportunities to release their win resources of initiative and creativity towards the objectives of the organization. Thus, it is different from consent in that the latter process only confirms what has already decided. A consenter does not contribute to decision – making rather he merely approves. Participation uses the creativity of all persons thereby all of them contributes something in decision making.

What are the Participation and Organizational Climate?

Developing a Sound Organizational Climate:

To develop a sound organizational climate is a long term proposition. The organizational climate depends upon the organizational behavior system. The organizational climate should represent the goals and philosophies of those who join together to create the organization. The type of climate that an organization seeks is contingent upon the type of people it has, the type of technology, level of education and expect actions of people in it.

The following techniques are generally helpful in improving the climate of the organization:

Effective Communication System:

There should be two-way communication in the organization so that the employees know what is going on and react to it. The manager can modify his decision on the basis of feedback received.

Concern for People:

The management should interest in human resource development. It should work for the welfare of employees and an improvement in their working conditions. For developing a sound organizational climate, the management should have show concern for the people.

Participative Decision Making:

The management should involve the employees in the decision-making process, particularly those decisions which are related to goal setting and affect them. Participative decision making will make the employees committed to the organization and more cooperative also.

Change in Policies, Procedures, and Rules:

The organizational climate can also change by making changes in the policies, procedures, and rules. It is a time-consuming process but the changes will also be long-lasting if the workers see the changes in policies, procedures, and rules as favorable to them.

Technological Changes:

Generally, workers and employees resist any innovative changes. But where technological changes improve the working conditions of the employees, the change will be easily accepted. The better climate will be there if the management adopts innovative changes in consultation with the employees.

But all the above factors are contingent upon the assumptions of the nature of people in general. For example, the ECONOMIC MAN is basically motivated by money and economic security and hence, economic factors may be used to attract and motivate him. For a SOCIAL MAN, positive social relations and interactions are a must. Thus, the creation of a climate where a happy family atmosphere prevails is appropriate for him. The self-actuating man seeks achievement, accomplishment, and meaning in what he does. The organizational climate with a certain degree of freedom is appropriate for him.

Thus, in order to build up a sound organizational climate, management must understand the people in the organization. The importance must be given to what motivates people’s performance in general and building an overall climate conducive to motivation, a keen insight into the individual in particular and tailoring a personal approach to leadership and job design to which the man will respond with commitment. The different types of people suggest that there cannot be any all-purpose organizational climate.

Reference

1. Participation and Organizational Climate – yourarticlelibrary.com/organization/organisational-climate and livinfo.blogspot.in/2012/10/participation-and-organisational-climate.html
2. Photo Credit URL – //npis.com/wp-content/uploads/2017/01/helping-hands-bg.png
February 17, 2018
What are Impact of Organizational Climate on Job Satisfaction?
Impact of Organizational Climate; Organizational climate influences to a great extent the performance of the employees because it has a major impact on motivation and job satisfaction of individual employees. Organizational climate determines the work environment in which the employee feels satisfied or dissatisfied. Since satisfaction determines or influences the efficiency of the employees. We can say that the organizational climate is directly related to the efficiency and performance of the employees.

Explain are Impact of Organizational Climate on Job Satisfaction, Dimensions!

The organizational climate can affect human behavior in the organization through an impact on their performance, satisfaction, and attitudes. Also learn, Explain are Evolution, Elements of an Organizational Climate! There are four mechanisms by which climate affects the behavior of the employees.

1. Constraint System:

Organizational climate can operate as a constraint system in both the positive and negative sense. This can do by providing information to the employees about what kind of behavior will reward, punished or ignored.

Thus, behavior can influence varying degrees of rewards and punishments. Such a constraint system would influence the behavior of those people. Who is most interested in those specific values. Which are assigned to different behavioral outcomes?

2. Evaluation of Self and Others:

Organizational variables may affect behavior through evaluation of self and others. In this evaluation process, both the physiological and psychological variables will associate. Such an evaluation will affect human behavior.

3. By Acting as Stimuli:

Organizational factors can influence human behavior by acting as stimuli. As stimuli, they influence an individual’s arousal level. Which is a motivational variable directing human behavior? The level of arousal will directly affect the level of activation and hence performance.

4. By Helping the Individual to Form a Perception:

Organizational factors influence the behavior by helping the individual in forming a perception of the organization. The perception then influences behavior. Thus, the good organizational climate is instrumental to higher employee satisfaction, better human relations and higher productivity, the role of climate can explain with the help of the following figure.

Major determinants of climate in an Organization!

The factors indicated in the figure represent major determinants of climate in an organization and as such represent important areas of management concern. If employees satisfaction and job performance are to improve, the management must modify these factors so that the employees view climate as favorable to them.

Various research studies also confirm the positive relationship between organizational climate and employee performance. Frederik-sen on the basis of laboratory studies involving 260 middle-level managers concludes that different organizational climate has a different impact on human performance. He summarizes his findings in the following statement.

“It appears that the amount of administrative work in the stimulated job is more predictable in a climate that encourages innovation. Then in one that encourages standard procedures and that in an innovative climate. Greater productivity can expect of people with skills and attitudes that are associated. With the independence of thought and action and the ability to be productive in free unstructured situations.”

This study suggests that the performance was more predictable for subjects who worked in a consistent climate than those who had to work in an inconsistent environmental climate. The inconsistent climate was having an indirect impact on productivity. Another laboratory study shows that significant differences were found in performance and satisfaction of people in varying organizational climates.

Types of Organizational Climate!

For example, in this study, three types of ORGANIZATIONAL climates were creating:
1. Authoritarian structured.
2. Democratic-friendly, and.
3. Achieving business.
It was found that the achieving organization producing the most in terms of money volumes, numbers of new products and cost-saving innovations. People in democratic friendly environment expressed maximum satisfaction with their jobs.

However, people in the authoritarian structured organization produce goods of the highest quality because of the right specifications put by government orders. Other studies have shown similar results.

The organizational climate on Dimensions!

From the above discussion, it is clear that definitions and approaches to organizational climate are diverse. In the literature, it is evident that the same applies to the dimensions and measurement of organizational climate because various researchers use a wide variety of dimensions to assess organizational climate.

Although many dimensions have to identify, this research utilized dimensions that were developed specifically for this study. Comparisons were drawn between these dimensions and those of Coetsee, Tustin (1993) and Wiley and Brooks (2000), and there is a great deal of overlap among the models.

The dimensions of this study compare well with those of other models and provide an encompassing construct of organizational climate. In addition, they include dimensions, such as diversity management, that are applicable to the South African environment – hence the use of this model in this research. This leads to the first hypothesis of the research.

Job satisfaction.

According to Cranny, Smith, and Stone (1992), job satisfaction can define as an off effective emotional reaction that an employee has towards a job that is the result of his or her comparison of actual outcomes with expect or deserve outcomes. Job satisfaction has also defined in terms of attitudes that individuals have towards their jobs.

Schneider and Snyder (1975) define job satisfaction as a personal evaluation of the current conditions of the job or the outcomes that arise as a result of having a job. Sempane, Rieger, and Roodt (2002) appear to agree with this definition, stating that job satisfaction refers to the individual’s perception and evaluation of the job.

Definitions;

According to these authors, the individual’s perception is influencing by his or her unique circumstances such as needs, values, and expectations. Therefore jobs are evaluating by people on the basis of factors that are important to them. Although the definitions of job satisfaction are varied, it is generally considering to be an attitude or feeling that one has about one’s job that is either positive or negative.

According to Locke, for researchers to have a clear understanding of job attitudes, they need to know the various factors that have an influence on the job. Research indicates that these factors can divide into two distinct dimensions, namely extrinsic and intrinsic. Also learn, What is the Developing a Sound Organizational Climate?

Extrinsic dimensions form part of the job situation, are influencing by others and are beyond the employee’s control. Examples are factors such as the work itself, pay, promotion opportunities, working conditions, supervision, and co-workers. Intrinsic rewards are self-regulating and a direct result of the individual’s performance.

Lawler explains that intrinsic rewards satisfy higher-order needs, for example, feelings of accomplishment and achievement and the satisfaction of utilizing one’s skills and abilities. Robbins, Odendaal, and Roodt (2003) point out that intrinsic factors, such as advancement, recognition, responsibility, and achievement, appear related to job satisfaction.

Job satisfaction can measure in two ways – namely, by the facet approach or the global approach. The former refers to assessing how employees feel about various aspects of the job such as rewards (pay or fringe benefits), job conditions, people on the job (supervisors and co-workers) and the work itself.

The latter approach measures job satisfaction by directly asking individuals how they generally feel about their jobs. This study defined job satisfaction as the feeling individuals have about their jobs. Hence this research was concerned with measuring the affective aspect of job satisfaction using the global approach.

Organizational climate and job satisfaction.

There are numerous studies investigating the relationship between organizational climate and job satisfaction. With many researchers finding evidence to support the relationship between the two constructs. In a review of studies investigating organizational climate and job satisfaction, Peek (2003) found that organizational climates that exhibit characteristics.

Such as having a high degree of autonomy, providing opportunities for employees, nurturing relationships among employees. Showing interest in and concern for their employees. Recognizing employees’ accomplishments and holding employees in high regard result in more satisfied workers.

Similarly, Brief (1998) found that salary, benefits, and advancement opportunities. Were components of organizational climate that had a direct influence on job satisfaction.

In summary, organizational climate and job satisfaction are distinct but related constructs. Organizational climate is focusing on organizational/institutional attributes as perceived by organizational members. While job satisfaction addresses perceptions and attitudes that people have towards and exhibits about their work.

Although a recent study conducted in a South African call center found job satisfaction to strongly correlate to organizational climate. Studies investigating the relationship between organizational climate and job satisfaction are less frequent in the literature today, especially in South Africa. A possible explanation could that studies tend to focus more on organizational culture.

Explain are Impact of Organizational Climate on Job Satisfaction, Dimensions!
February 10, 2018
What are The Criticism of Scientific Management?

Explanation, the Criticism of Scientific Management: by Workers, Employers and Psychologists!

Scientific management provides innumerable merits but despite that it has been criticized by different sections of society. It has not been welcomed with open arms by workers, employers and psychologists. Scientific management is a theory of management that analyzes and synthesizes work-flows. Its main objective is improving economic efficiency, especially labor productivity. It was one of the earliest attempts to apply science to the engineering of processes and to management.

The objections put forth by them can be enumerated as under:

1. Criticism by Workers:

The workers have opposed scientific management on the following grounds:

(a) Reduces The Worker To A Machine:

Scientific management reduces worker to the status of a machine by separating the function of thinking from him. The thinking or the planning aspect is taken over by the management. A worker has to carry his work strictly in accordance with the plan.

The methods of work are standardised and the worker has to repeat the same performance time and again. This leads to monotony and kills his initiative and skill. His position is just like a cog in the wheel. Constant studies and research have shown that increase in productivity can be achieved in the short run and in the long run worker’s interest is adversely affected which results in lower productivity.

(b) Creation of Unemployment:

The adoption of labor saving devices or application of machines leads to unemployment. But this argument does not hold good in the long run. This is because increased efficiency of laborers will lead to lesser cost of production and higher productivity.

The producer will be in a position to sell goods at lower prices which increase the demand for the products and in order to meet enlarged demand more employment opportunities have to be created. How to Explain Techniques of Scientific Management?

(c) ‘Speeding Up’ of Workers:

Scientific management is responsible for speeding up of workers expecting maximum output from them thereby creating a lot of mental and physical strain on them. But it may be pointed out that scientific management aims at providing reasonable working hours with rest-pauses and other proper conditions of work. It also provides standardized materials, tools and equipment’s etc., and undertakes time, motion and fatigue studies which are in the best interest of the worker.

(d) Loss of Initiative:

The initiative of workers is adversely affected on account of separation of ‘thinking’ from ‘doing’. The work methods and operations are standardized. The worker has to act in accordance with the instructions of the foreman. He cannot take initiative and suggest better method of work. What are the Principles of Scientific Management?

(e) Exploitation of Workers:

The gains of increased productivity are not shared with the workers. They get little share in profits. The major proportion is taken away by the investor in the form of higher profits. But this argument does not carry weight.

It may be pointed out that large amount is invested in applying the techniques of scientific management and the proprietor also extends various facilities to the workers. This argument is, therefore, tenable in party only.

(f) Weaker Trade Unions:

Important matters like regulation of working hours, fixation of wages etc., are decided by the management itself, the workers are not consulted at all. This weakens the process of collective bargaining and formation of trade unions. Scientific management strikes at the very root of the trade unionism.

This is because they work under the direct control of the management. On account of incentive wage payment schemes, workers feed satisfied. It may be further mentioned that in the advanced countries like U.S.A., which is regarded as the home of Scientific Management, trade unionism is getting immense popularity and are operating with success.

(g) Undemocratic In Nature:

Scientific management is undemocratic in nature. The attitude of the functional bosses is autocratic. The workers operate strictly under their control and guidance. The workers have to obey the order of the bosses without giving any suggestion.

This creates lot of resentment among them. It has been rightly pointed out that “scientific management forces the worker to depend upon the employer’s conception of fairness, and gives the worker no voice in hiring and discharge in setting the task, in determining the wage rate or determining the general conditions of employment”.

2. Criticism by Employers:

Employers criticism scientific management on the following grounds:

(a) Expensive:

The installation of scientific management involves huge funds on account of introduction of standardization of materials, equipments, tools and machinery etc. It also undertakes time, motion and fatigue studies which are expensive techniques.

Constant research and experimentation also needs lot of funds. The opening of a separate planning department is also burdensome. Such a huge capital investment may not be beneficial in the short run; it may be profitable in the long run only.

(b) Not Suitable For Small Concerns:

On account of paucity of financial resources, small concerns cannot afford to introduce the system of scientific management. But even this contention is untenable. There is a scope for improvement in every organization big or small.

(c) Loss on Account of Reorganization:

In order to introduce scientific management, the old set up has to be changed. The work has got to be suspended due to re-organization. It is both time consuming and expensive.

The workers may not easily adjust to the new techniques and process of work. It must be introduced slowly in stages so that change is not resisted and it does not upset the normal functioning of the unit.

(d) Over-Production:

The techniques of scientific management followed by all firms in one industry may lead to over production or glut in the market. Recession is bound to take place which is not in the interest of the business units.

(e) Difficulties in Getting Trained Personnel:

The organizations which are scientifically managed need expert and qualified staff. Sometimes it becomes very difficult to get the trained staff.

3. Criticism by Psychologists

Industrial psychologists have criticized the concept of scientific management as it aims at achieving efficiency at all costs and treating workers as slaves of management. The principles of scientific management are impersonal in nature and lack psychological approach in their application.

The following are the main points of criticism advanced by psychologists:

(a) Mechanical in Nature:

The main criticism advanced against scientific management by the psychologists is that it is mechanical in approach. The worker has to operate strictly in accordance with the instructions issued to him by his foreman.

He has practically no say in determining the policies with regard to work. His status is like a machine. There is no initiative and creativity on the part of a worker. The industrial psychologists have been stressing for the human approach towards the workers. This would be very helpful in initiating and motivating the workers for better performance.

(b) Speeding Up of Workers:

Scientific management is responsible for speeding up or ‘intensification’ of workers resulting in a lot of strain and tiredness on the worker’s mind and body leading to accidents and stoppage in work etc. The psychologists are of the view that the work should be made easy and interesting for the workers.

(c) Creation of Monotony:

Over-specialisation and repetition of jobs under scientific management makes them monotonous. The workers work as cogs in the machines which shatters their interest in work. This further reduces their efficiency.

The industrial psychologists have suggested job enlargement as a possible solution to reduce the monotony of continuous work e.g, in case of breakdown of machines, the worker should himself carry minor repairs to set it right. This will provide him more knowledge about his job and make his work more interesting.

(d) Absence of Non-Wage Incentives:

Another drawback of scientific management is the absence of non-monetary incentives. Various non monetary incentives include job security, praise, workers participation in management, social recognitions and urge for self expression etc. In the opinion of psychologists these incentives play an important role in inspiring workers for better performance.

(e) Developing ‘One Best Way’ of Work:

Scientific management is primarily concerned with developing ‘one best way’ of doing the work. That way is expect to follow by every worker working in the organization but psychologists are of the view that every worker has his own style of doing the work. If one particular way is impose on the worker, he will not able to perform properly and his efficiency is bound to affect adversely.

From the above it is clear that both industrial psychology and scientific management are different in application. But they are interdependent in approach. Scientific management couple with industrial psychology can bring about positive results and make workers happy and satisfies. There is no denying the fact that if human side of management is paid due attention, labor instead of being the worst enemy, will become the best friend of scientific management.

Reference

1. Scientific Management – //en.wikipedia.org/wiki/Scientific_management
2. The Criticism of Scientific Management – //www.yourarticlelibrary.com/scientific-management/criticism-of-scientific-management-by-workers-employers-and-psychologists/25833
3. Photo Credit URL – //towardsmaturity.org/wp-content/uploads/2017/06/Business-processes-TM-article-June-2017-1.png

January 15, 2018
What are the Principles of Scientific Management?

What are the Principles of Scientific Management? Here are Principles by Frederick Winslow Taylor!

The Principles of Scientific Management (1911) is a monograph published by Frederick Winslow Taylor. This laid out Taylor’s views on principles of scientific management, or industrial era organization and decision theory. Taylor was an American manufacturing manager, mechanical engineer, and then a management consultant in his later years. The term “scientific management” refers to coordinating the enterprise for everyone’s benefit including increased wages for laborers although the approach is “directly antagonistic to the old idea that each workman can best regulate his own way of doing the work.” His approach is also often referred to as Taylor’s Principles or Taylorism.

Important Principles of Scientific Management

The scientific management approach propounded by F.W. Taylor is based on the following four principles:

(1) Science, Not Rule of Thumb

This principle says that we should not get stuck in a set routine with the old techniques of doing work, rather we should be constantly experimenting to develop new techniques which make the work much simpler, easier and quicker.

(2) Harmony, Not Discord

As per this principle, such an atmosphere should be created in the organization that labor (the major factor of production) and management consider each other indispensable.

Taylor has referred to such a situation as a ‘Mental Revolution’. Taylor firmly believed that the occurrence of a mental revolution would end all conflicts between the two parties and would be beneficial to both of them.

(3) Cooperation, Not Individualism

According to this principle, all the activities done by different people must be carried on with a spirit of mutual cooperation. Taylor has suggested that the manager and the workers should jointly determine standards. This increases involvement and thus, in turn, increases responsibility. In this way, we can expect miraculous results.

(4) Development of Each and Every Person to His / Her Greatest Efficiency and Prosperity

According to this principle, the efficiency of each and every person should be taken care of right from his selection. A proper arrangement of everybody’s training should be made.

It should also be taken care that each individual should be allotted work according to his ability and interest. Such a caring attitude would create a sense of enthusiasm among the employees and a feeling of belongingness too.

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Other’s Principles of Scientific Management

Development of Science for each part of men’s job (replacement of rule of thumb)

This principle suggests that work assigned to any employee should be observed, analyzed with respect to each and every element and part and time involved in it. This means replacement of odd rule of thumb by the use of the method of inquiry, investigation, data collection, analysis, and framing of rules. Under scientific management, decisions are made on the basis of facts and by the application of scientific decisions.

Scientific Selection, Training & Development of Workers

There should be the scientifically designed procedure for the selection of workers. The physical, mental & other requirements should be specified for each and every job. Workers should be selected & trained to make them fit for the job. The management has to provide opportunities for development of workers having better capabilities. According to Taylor, efforts should be made to develop each employee to his greatest level and efficiency & prosperity.

Co-operation between Management & workers or Harmony, not discord

Taylor believed in co-operation and not individualism. It is only through co-operation that the goals of the enterprise can be achieved efficiently. There should be no conflict between managers & workers. Taylor believed that interest of employer & employees should be fully harmonized so as to secure mutually understanding relations between them. Best Characteristics and Qualities of a Good Leader.

Division of Responsibility

This principle determines the concrete nature of roles to be played by different level of managers & workers. The management should assume the responsibility of planning the work whereas workers should be concerned with the execution of the task. Thus planning is to be separated from execution. What is Relationship Between Controlling and Planning?

Mental Revolution

The workers and managers should have a complete change of outlook towards their mutual relation and work effort. It requires that management should create suitable working condition and solve all problems scientifically. Similarly, workers should attend their jobs with utmost attention, devotion, and carefulness. They should not waste the resources of an enterprise. Handsome remuneration should be provided to workers to boost up their morale. It will create a sense of belongingness among worker. They will be disciplined, loyal and sincere in fulfilling the task assigned to them. There will be more production and economic growth at a faster rate.

Maximum Prosperity for Employer & Employees

The aim of scientific management is to see maximum prosperity for employer and employees. It is important only when there is the opportunity for each worker to attain his highest efficiency. Maximum output & optimum utilization of resources will bring higher profits for the employer & better wages for the workers. There should be maximum output in place of restricted output. Both managers & workers should be paid handsomely. Also, read it International and Comparative Human Resource Management.

Photo URL – //s1.thingpic.com/images/Kq/7NURAfvb45HoTwYBoxb8kJCZ.jpeg

Reference

1. Principles of Scientific Management – http://www.yourarticlelibrary.com/management/4-important-principles-of-scientific-management/885
2. Other’s Principles of Scientific Management – http://www.managementstudyguide.com/principles_scientificmanagement.htm

January 11, 2018
The Benefits of Strategic Management and Planning
What are the Benefits of Strategic Management? Includes Strategic Planning; There are many benefits of strategic management and they include identification, prioritization, and exploration of opportunities. For instance, newer products, newer markets, and newer forays into business lines are only possible if firms indulge in strategic planning. Next, strategic management allows firms to take an objective view of the activities being done by it and do a cost-benefit analysis as to whether the firm is profitable.

Here explains read and learn; the Benefits of Strategic Management with its Includes Strategic Planning:

Just to differentiate, by this, we do not mean the financial benefits alone (which would discuss below) but also the assessment of profitability that has to do with evaluating whether the business is strategically aligned to its goals and priorities.

The key point to note here is that strategic management allows a firm to orient itself to its market and consumers and ensure that it is actualizing the right strategy.

1] Financial Benefits:

It is shown in many studies that firms that engage in strategic management are more profitable and successful than those that do not have the benefit of strategic planning and strategic management. When firms engage in forward-looking planning and careful evaluation of their priorities, they have control over the future, which is necessary for the fast-changing business landscape of the 21st century.

It is estimated that more than 100,000 businesses fail in the US every year and most of these failures are to do with a lack of strategic focus and strategic direction. Further, high performing firms tend to make more informed decisions because they have considered both the short-term and long-term consequences and hence, have oriented their strategies accordingly. In contrast, firms that do not engage themselves in meaningful strategic planning often bogged down by internal problems and lack of focus that leads to failure.

2] Non-Financial Benefits:

The section above discuss some of the tangible benefits of strategic management. Apart from these benefits, firms that engage in strategic management are more aware of the external threats, improve understanding of competitor strengths and weaknesses and increase employee productivity. They also have a lesser resistance to change and a clear understanding of the link between performance and rewards.

The key aspect of strategic management is that the problem solving and problem preventing capabilities of the firms enhance through strategic management. Strategic management is essential as it helps firms to rationalize change and actualize change and communicate the need to change better to their employees. Finally, strategic management helps in bringing order and discipline to the activities of the firm in both internal processes and external activities.

3] Closing Thoughts:

In recent years, virtually all firms have realized the importance of strategic management. However, the key difference between those who succeed and those who fail is how strategic management is done; and, strategic planning is carried out makes the difference between success and failure. Of course, there are still firms that do not engage in strategic planning or where the planners do not receive support from management. These firms ought to realize the benefits of strategic management and ensure their longer-term viability and success in the marketplace.

Others simple Benefits of Strategic Management:

The following are the benefits of the strategic management process which allows the organizations to adopt it for long-term success.
1. Strategic management is the process of formulating, implementing and evaluating strategies to achieve its organizational objectives.
2. The organization acts proactively rather than reactive to any situation.
3. Communicates the mission, vision, objectives, and policies to all the employees to understand the purpose of the organization
4. Gathers information from the external and internal environment assists in formulating strategies for the future success of an organization.
5. The strategy management allows an organization to disseminate the information from top-level managers to low-level managers and employees to achieve commitment.
6. Integrates all the functional areas of an organization.
7. The strategic management process gives empowerment to the employees by involving them in decision making.
8. All the efforts are combining and well direct to produce better results.
Benefits of Strategic Management in an Organization:

(Note of Credits: This is article base on a lecture done by Mr. Marlon Gunasekara at APIIT-Sri Lanka on Strategic Management)

Strategic management includes strategic planning, implementation and review/control of the strategy of an organization. All most all the modern organizations engage in strategic management to ensure that they achieve the desired level of performance.

There are many benefits that an organization can obtain by engaging in strategic management and they can describe as follows :

1] Sets the strategic direction for the firm:

The strategic management process clearly defines what is the desired level of performance (mission/goals/objectives); and, it sets the direction so that everyone in the organization knows where are they heading towards. Strategic management acts as a roadmap for everyone in the organization; and, it clearly defines the way to get to the final destination/desired level of performance.

2] Focus on critical factors of the organization:

Strategic management identifies the critical factors that are strategically important to the organization. When critical factors identify a company can analyze and take relevant measures to ensure satisfactory performance in those areas.

3] Understanding the changing environment:

Strategic management predicts future changes that can take place. Predicting future changes that can take place will help the organization to be proactive and take the necessary steps to manage change with contingency planning and change management strategies.

4] Obtaining sustainable competitive advantage:

This is the most important and the most critical benefit of strategic planning. By successful strategic management, the processing company should able to build a competitive advantage over other competitors which can sustain over time without imitating or outperform by its competitors. Strategic management identifies the competitive advantages that can generate strengths of the organization and take the necessary steps to effectively obtain it.

5] Lead to better performance:

Successful strategic management should ensure that the company performs very well and generates profits for its owners. When the competitive advantage is built company can thrive on that to make profits and record good performance.

6] Ensure the long-term survival of the marketplace:

Strategic management identifies opportunities and threats that influence organizational performance. It makes use of opportunities and minimizes the threat to make sure that the company can survive in the market by outperforming its rivals. Reward Strategy with Developing System for Your Organization.

7] Simplifies complex scenarios and develop suitable strategies:

The current business world is too complex, volatile and dynamic. A firm without strategic management finds it hards to interprets the complexities faced by the organization. In contrast firm with strategic management makes the business complexities simple, predict future dynamics and take proactive steps to minimize threats and make use of opportunities.

The Benefits of Strategic Management and Planning.

Reference:
1. www.managementstudyguide.com/strategic-management-benefits.htm
2. www.mba-tutorials.com/strategy/1501-benefits-of-strategic-management.html
3. www.tutebox.com/2865/business/management/what-are-the-benefits-of-strategic-management/
December 31, 2017
What are Fundamentals of Economics?

What are Fundamentals of Economics? Meaning and Definition!

Economics is the study of how these scarce and limit resources are used to make way for unlimited material wants and needs of human being. Broadly, economics is concerned with material things and how people make decisions about these things. Learn Fundamentals of Economics. It studies the subject of having and not having various material things in our life. The field of economics is extensive. It is also ever growing. Economists are willing to examine almost anything that affects the material aspects of human life. Most often, the economists voice concern over unemployment, inflation, interest rates, labor problems, government regulation, energy and international trade. The list of what interests the economists goes on and on and cannot exhaust. Different Types of Risk Faced by Banks Today!

The Fundamentals of Economics

Factors of Income, Economic Policy, Economic Systems, Demand-Supply and the Determination of Price, Macro Economics and Micro Economics, Unemployment and Full Employment, Inflation and Stable Prices, Inflation and the Interest Rate Fiscal and Monetary Policy, The Money Supply. Why are the Need Entrepreneurship for Small Business?

Fundamentals of Economics!

What are fundamentals of economics? from ilearnlot

Better Understanding by Example

The word ‘fundamental’ has the meaning of basics. When it comes to economics, it indicates the most basic macroeconomic indexes such as economic growth rate, inflation rate, and unemployment rate. Those most basic indexes compose fundamentals of one country and this so-called ‘fundamentals’ best describe the economic status of a country. To put it simply, it shows how strong one’s economy is; whether it’s weak or strong. It can refer to as stamina of a person. To run fast and long, we have to equip ourselves with strong fitness or we would collapse in no time. That’s what happened to emerging markets now. Once it was forecast that emerging markets are ready to run with strong fundamentals, which turn out to bogus. The reason this happened was that it’s hard to estimate fundamentals accurately. We chose to optimistic, and now we sank in the mire.

Korea’s fundamentals are also yet to determine strong. The positive factors that constitute strong fundamentals of Korean economy are vast foreign exchange reserves amounting to over 300 billion dollars. Trade balance surplus, and soundness of government finance. On the other hand, there are also threatening factors such as high household debt. The high percentage of foreign investment in the domestic stock market. In general, Korea’s fundamentals are evaluating to strong enough but it is not reassuring.

Financial Services Commission Chairman Shin Je-Yoon, made a remark on Korea’s fundamentals. “Considering US quantitative easing tapering, Korea’s economic fundamentals are sound and strong, unlike other emerging markets. But we have to scrutinize its impact and route. In this time of crisis, we should prepare not only to microeconomic threats. Which are easily noticeable but also to macroeconomic threats. Also, we should check four systematic risks: tipping effect in the economy, economic volatility, macroeconomic soundness, and mutual relationship with foreign nations.” He also emphasized that Korea should prepare a system that can pre-examine those threats and joint efforts of the Financial Services Commission. Financial Supervisory Service and Bank of Korea are needed.

December 21, 2017
What are Objectives of Financial Management?
What are Objectives of Financial Management? with Describe Definition, Meaning, Nature and Scope!

Financial management is one of the functional areas of business. Therefore, its objectives must be consistent with the overall objectives of the business. The overall objective of financial management is to provide maximum return to the owners on their investment in the long- term. This is known as wealth maximization. Maximization of owners’ wealth is possible when the capital invested initially increases over a period of time. Wealth maximization means maximizing the market value of investment in shares of the company. Also learn, Definition with What are Objectives of Financial Management?

What are objectives of financial management? from Nageshwar Das

Financial Management means planning, organizing, directing and controlling the financial activities such as procurement and utilization of funds of the enterprise. It means applying general management principles to financial resources of the enterprise. In simple terms objective of Financial Management is to maximize the value of the firm, however, it is much more complex than that. The management of the firm involves many stakeholders, including owners, creditors, and various participants in the financial market.

Effective procurement and efficient use of finance lead to proper utilization of the finance by the business concern. It is the essential part of the financial manager. Hence, the financial manager must determine the basic objectives of the financial management. How to Explain Nature and Scope of Financial Management?

Objectives of Financial Management explain to the Simple point
- Profit maximization happens when marginal cost is equal to marginal revenue. This is the main objective of Financial Management.
- Wealth maximization means maximization of shareholders’ wealth. It is an advance goal compare to profit maximization.
- Survival of company is an important consideration when the financial manager makes any financial decisions. One incorrect decision may lead the company to be bankrupt.
- Maintaining proper cash flow is a short run objective of financial management. It is necessary for operations to pay the day-to-day expenses e.g. raw material, electricity bills, wages, rent etc. A good cash flow ensures the survival of the company.
- Minimization on capital cost in financial management can help operations gain more profit.
- It is vague:- There are several types of profits before interest, depreciation and taxes, profit before taxes, profit after taxes, cash profit etc.
December 19, 2017
The Importance of Customer Relationship Management (CRM)
Importance of Customer Relationship Management (CRM); This Is the strongest and the most efficient approach to maintaining and creating relationships with customers. Customer relationship management is not only pure business but also ideate strong personal bonding with people. The development of this type of bonding drives the business to new levels of success. Customer Relationship Management in the Banking Sector.

Here is the article explain, what is the Importance of Customer Relationship Management (CRM)?

Once this personal and emotional linkage is built, it is very easy for any organization to identify the actual needs of the customer and help them to serve them in a better way. It is a belief that more the sophisticated strategies involved in implementing customer relationship management, the more strong and fruitful the business. Most of the organizations have dedicated world-class tools for maintaining CRM systems in their workplace. Some of the efficient tools used in most renowned organizations are BatchBook, Salesforce, Buzzstream, Sugar CRM, etc.

The Importance of CRM (Customer Relationship Management) Within a Business:

In a world where competition is becoming ever fiercer, importance, businesses need to implement customer relationship management or CRM, strategies to stay ahead of their rivals. Also, CRM is about understanding who your customers and potential customers are, and nurturing the relationships you have with them. It is also about understanding the needs and behaviors of these people, whilst reacting to them, and adapting as these change.

There are numerous compelling reasons to employ CRM strategies. Here are just a few for starters.

Targeted customer relationship management:

CRM is about understanding who your customers are in every business. When you know what makes them tick, you can better target your sales and digital marketing services, or even the products or strategies that you sell to match their needs. By offering a targeted approach, you will not be wasting time in failing to meet the needs of your customers.

You can also develop a personalized approach to your marketing, and focus on those that give you the best return. In using CRM to target specific groups of customers or even potential customers, you can improve your offering. This can, ultimately, help to boost sales and growth, whilst driving customer loyalty.

Communication channels.

It is a fact that as technology has evolved, the number of communication channels has also grown exponentially. This means that businesses now have multiple different ways in which to communicate with their customers, including both offline and online methods.

Having more communication channels is a good thing for a business, but it also makes the ability to interact with customers, and serve their needs, something of a challenge. The need for effective customer relationship management (CRM) becomes even more pertinent as the number of communication channels increases, and also their importance.

Improved experiences.

CRM is about creating relationships with your customers, therefore, in the end, they enjoy positive experiences while talking to your brand. As a business grows, keeping track of customer interactions can be difficult, and a bad conversation can likely go through the net. Also, CEM (Customer experience management) is about ensuring that you know about your brand experience customers and respond accordingly.

By applying the appropriate system, such as digital marketing services, you can ensure that positive and negative experiences are effectively controlled. As part of your CRM strategy, nurturing experiences can improve customer loyalty and enhance your brand name and reputation.

Focusing your business.

How do you know if you are offering your customers exactly what they want? Do you actually know who your customers are? Even if you have the answers to these questions, this may change over time. Having CRM systems in place means that you can answer these questions. Also, It provides you with the information you need to understand what your customers want or need, and who they are.

You can use this intelligence to steer your brand in a particular direction. Keeping up to date with customer demands is essential to ensure you stay ahead of your competitors. It also offers you the best chance for business growth, and for making improvements.

New customers.

CRM is not just about nurturing relationships with those people who already purchase from your brand. It is also about gaining new customers and converting potential customers into new and returning customers. If you want your business to flourish, you cannot simply rely upon your existing customer base to achieve this.

You need to implement marketing strategies to win new customers over, especially if you operate in a competitive market. Also, CRM tools let you identify potential customers who may be interested in your brand, and focus your marketing efforts on engaging with these prospects. These could be people who have made an inquiry in the past, or who fit the demographic profile of your target audience.

Cost-effective.

Putting systems in place to implement CRM strategies may sound like a time consuming and costly affair, but it can offer a very strong return on investment. By building relationships with your customers, you get to understand their needs and desires, so you can become more targeted in your approach.

You can work out which of your customers are profitable for your business, and which are not. Also, CRM ensures that you don’t waste time and money implementing the wrong strategy for the wrong customers. By being targeted and focused, you maximize your sales and growth potential.

Reputation management.

To help customers solve their needs, solve their problems, and to ensure that. They have a great customer experience, you increase contentment. It enhances loyalty and enhances your reputation. Also, Creating relationships with customers and potential customers is certainly not that. If a business wants to achieve success, then it can ignore it.

Looking at some of the broad approaches given below, we can easily determine why CRM systems are always important for an organization.
- A CRM system consists of a historical view and analysis of all the acquired or acquire customers. Also, This helps in reduced searching and correlating customers and to foresee customer needs effectively and increase business.
- Each customer has every bit of description in the CRM, so tracking a customer accordingly is very easy and can be used to determine. Which client can be profitable and who does not.
- In the CRM system, customers operate according to the type of group according to various types or according to the physical location. Allocate to different client managers, often called account managers. Also, It helps to concentrate and focus on every customer.
- A CRM system is not only used to deal with existing customers but is also useful in getting new customers. The process starts with identifying the customer and maintaining all related details in the CRM system. Whatever is called ‘business prospects’, sales and regional representatives then try to get business from these customers, who follow them with Sophisticate-affiliates and convert them into a winning deal. All this is done very easily and efficiently through an integrated CRM system.
Other things:
- The strongest aspect of Customer Relationship Management is that it is very cost-effective. The advantage of decently implement a CRM system is that there is very little need for paper and manual work. Which requires lesser staff to manage and lesser resources to deal with. Also, the technologies used in implementing a CRM system are very cheap and smooth as compared to the traditional way of business.
- All the details in the CRM system are kept centralize which is available anytime at fingertips. This reduces the processing time and increases productivity.
- Efficiently dealing with all the customers and providing them with what they actually need increases customer satisfaction. This increases the chance of getting more business which ultimately enhances turnover and profit.
- If the customer is satisfied they will always be loyal to you. Will remain in business forever resulting in increasing customer base and ultimately enhancing the net growth of the business.
In today’s commercial world, the practice of dealing with existing customers. Looping more customers is dominant and it is only a dilemma. Also, Establishing a CRM system can certainly improve the situation. Can help in challenging new methods of marketing and business efficiently. Therefore, in the era of trade, every organization should recommend a complete CRM system to deal with all business needs.

What is the Importance of Customer Relationship Management (CRM)? Image from Online!
December 14, 2017
Best Characteristics and Qualities of a Good Leader
What are Best Characteristics and Qualities of a Good Leader?

Good leadership (What is a Leadership?) is essential to business, to government and to the numerous groups and organizations that shape the way we live, work and play. Having a great idea, and assembling a team to bring that concept to life is the first step in creating a successful business venture. While finding a new and unique idea is rare enough; the ability to successfully execute this idea is what separates the dreamers from the entrepreneurs. And this is where leadership transforms potential into reality.

Leaders are a key human resource in any organization. We generally think of companies competing by means of their products, but they probably compete more by means of their leaders than their products.Better leaders develop better employees and the two together develop better products. The importance of leadership in management cannot be overemphasized. To get things done by people, management must supply leadership in the organization.

Team-work is essential for realizing organizational goals. Managers must influence the team for work accomplishment through leadership. Secondly, leadership aids authority. To gain a further insight into the importance of leadership in business success I recently had the privilege of speaking to Mark Bilton, founder of Thought Patrol and one of Australia’s leading authorities on the subject matter. Mark has journeyed from Sales Assistant to multi-national CEO and led transformational change across many industries.

His last turnaround was as Group Managing Director of Gloria Jean’s Coffees, leading forty countries. He is now on a mission to hack leadership and humanize the workplace. Mark’s impressive track record of taking broken businesses in diverse industries and turning them around seems to make his case. Whilst he speaks to seemingly ‘soft’ principals they drive hard commercial results. Importance of Leadership!

Below he shares his thoughts on what he believes to be the Best Eight most common characteristics of great leaders.

Collaborative: Transparency build’s trust; if you are connected to your team and genuinely interested in their participation and welfare, they will join you in your quest. People own what they help to create.

Visionary: Hoffer said that “The leader has to be practical and a realist yet must talk the language of the visionary and the idealist.” Therein lies the balance. Leaders must live in the future state and carry the vision yet engage in the purposeful motivation and practical realities of the present.

Influential: The key to successful leadership today is influence, and not in ‘command and control authority. We live in a new day, a digital age with a new set of rules. Influence comes from listening not talking, from taking time to earn respect and in being gracious and yet persuasive.

Empathetic: We are all flawed human beings; we all have our bad days. Leaders, who recognize that he or she is leading complete people and not just managing for an outcome, will engender a huge amount of loyalty, engagement and productivity. Treating others, as we would like to treat, is a universal principal that’s worked well for over 2000 years!

Innovative: ‘Innovate or die’ is a truism that is probably more relevant now then in anytime since the industrial revolution. As Dr. Gary Hamel so rightly says; Management innovation is going to be the most enduring source of competitive advantage. There will be lots of rewards for firms in the vanguard.

Grounded: Leaders need to be centered and balanced if they are to effective and resilient. We need to be mindful to look after ourselves so that we can effectively serve others. We are Body, Soul and Spirit and each leader will need to tend to their own foundational well being, in order to be sustainable in the cauldron of the modern workplace.

Ethical: Dispassionately choosing your moral framework sounds like an odd business success driver. Very few choose to go off the path to corruption or excess, it is usually an incremental slide. Making a stand early may save you, and others, a world of hurt and is a more sustainable life and business choice. Often it’s as simple as doing what you say you will do.

Passionate: The stony face leader that shows no emotion is a relic of the Industrial Age. Genuine passion for your people and purpose is a great motivator that builds momentum. An engaged and empowered team led with clear vision and purpose by a passionate leader is a force to reckon with.

Whilst these seem like soft words they resonate with me at a human level. Listening to Mark talk reminded me of the culture I like to work in; of the leaders I know who are worth working for. Maybe he is onto something, his impressive track record of saving businesses in ‘mission impossible ‘ scenarios would indicate he is. I think he has a message that leaders need to hear and one very relevant for our fast moving business world.

Best Qualities of a Good Leader

A successful leader secures desired behavior from his followers. It depends upon the quality of leadership he is able to provide. A leader to be effective must possess certain basic qualities. A number of authors have mentioned different qualities which a person should possess to be a good leader. Why To Be a Best Leader become First Be a Great Follower?

Some of the qualities of a good leader are as follows:
- Good personality.
- Emotional stability.
- Sound education and professional competence.
- Initiatives and creative thinking.
- Sense of purpose and responsibility.
- Ability to guide and teach.
- Good understanding and sound judgment.
- Communicating skill.
- Sociable.
- Objective and flexible approach.
- Honesty and integrity of character.
- Self confidence, diligence and industry.
- Courage to accept responsibility.
December 5, 2017