Dear Richa,
Though I am not an expert in management studies, the answers given by professionals with up to date knowledge in the subject like Dinesh Divekar and Prabhat Ranjan to your initial question and your apt response with some follow-ups encourage me also to participate in this interesting and nice discussion. As I am given to understand, organizational culture is best reflected in the organizational climate in both of which the shared values or attitudes and the corresponding behaviour of the people in the organization become the focal points. Since yours being a small organization in the I.T sector, the growth and development of it depend on your competitive edge which is determined by the time-bound qualitative delivery of your services to your clients. If you lean more towards process-orientation, of course you would be very successful in terms of growth in the short-run. But, development of any organization encompasses over all structural changes which is certainly a long-term affair. Simply put, by process-oriented or task-oriented approach you tend to micro-manage and by people-orientation you lead or inspire. What is essential is a mash up of both.
From India, Salem
5967Though I am not an expert in management studies, the answers given by professionals with up to date knowledge in the subject like Dinesh Divekar and Prabhat Ranjan to your initial question and your apt response with some follow-ups encourage me also to participate in this interesting and nice discussion. As I am given to understand, organizational culture is best reflected in the organizational climate in both of which the shared values or attitudes and the corresponding behaviour of the people in the organization become the focal points. Since yours being a small organization in the I.T sector, the growth and development of it depend on your competitive edge which is determined by the time-bound qualitative delivery of your services to your clients. If you lean more towards process-orientation, of course you would be very successful in terms of growth in the short-run. But, development of any organization encompasses over all structural changes which is certainly a long-term affair. Simply put, by process-oriented or task-oriented approach you tend to micro-manage and by people-orientation you lead or inspire. What is essential is a mash up of both.
From India, Salem
Dear Richa,
It is always small is good. That is why we say, small is beautiful. As you say that you are the only one in HR to look after the affairs of the company. Always give emphasis on system and introduced system which will run the show, not the men. Always hire or select raw candidates, to whom you can inject your system to their vein and will act as per your system. You & the team prepare SOP and circulate among all to adhere. If required your management can conduct training on the subject. Our objective/motto to Achieve the GOAL. To achieve the Goal at any cost or any means, it should not be the attitude rather by a process. Do not insist for a change always, try to mend or repair but more changes would cause lost of originality.
From India, Mumbai
It is always small is good. That is why we say, small is beautiful. As you say that you are the only one in HR to look after the affairs of the company. Always give emphasis on system and introduced system which will run the show, not the men. Always hire or select raw candidates, to whom you can inject your system to their vein and will act as per your system. You & the team prepare SOP and circulate among all to adhere. If required your management can conduct training on the subject. Our objective/motto to Achieve the GOAL. To achieve the Goal at any cost or any means, it should not be the attitude rather by a process. Do not insist for a change always, try to mend or repair but more changes would cause lost of originality.
From India, Mumbai
Dear Richa,
To implement your knowledge in the organization first thing you need to do is "SET AN EXAMPLE".
first try to make your work area system oriented and always first try to get low hanging fruit,means start with the easiest area.
This will make you to gain confidence with your top management and then go step by step to other areas too.
Sanjay
Ambala
From India, Jhajjar
To implement your knowledge in the organization first thing you need to do is "SET AN EXAMPLE".
first try to make your work area system oriented and always first try to get low hanging fruit,means start with the easiest area.
This will make you to gain confidence with your top management and then go step by step to other areas too.
Sanjay
Ambala
From India, Jhajjar
Dear Richa,
Dineshji, Nathroa Sir and all the respected members have given excellent insight on the subject.I appreciate the way our seniors are guiding us.
As per my views and experience,process oriented, procedure based organisations usually do have very strong base and management with latest technology at hand to take care of systems at work including the training which is one of the most important part right from the beginning to the end.
However the most important for any organisation is their people (Employees). They are assets of the organisation.I therefore would say"Look after the staff first and they will take care of every customer".Here I am talking about people oriented organisations where culture, environment, facilities,accessibility and awareness is called for before stepping into the process and procedures.
I strongly recommend the policy that if people are taken care of and trained to know their responsibilities and accountability the objective of both employee satisfaction and organisational goals can easily be achieved. Discipline is good, but too much of micromanagement ruins the professional relationships. Leaders don"t micromanage they simply manage and keep things simple for every body.
From India, Vadodara
Dineshji, Nathroa Sir and all the respected members have given excellent insight on the subject.I appreciate the way our seniors are guiding us.
As per my views and experience,process oriented, procedure based organisations usually do have very strong base and management with latest technology at hand to take care of systems at work including the training which is one of the most important part right from the beginning to the end.
However the most important for any organisation is their people (Employees). They are assets of the organisation.I therefore would say"Look after the staff first and they will take care of every customer".Here I am talking about people oriented organisations where culture, environment, facilities,accessibility and awareness is called for before stepping into the process and procedures.
I strongly recommend the policy that if people are taken care of and trained to know their responsibilities and accountability the objective of both employee satisfaction and organisational goals can easily be achieved. Discipline is good, but too much of micromanagement ruins the professional relationships. Leaders don"t micromanage they simply manage and keep things simple for every body.
From India, Vadodara
Dear Richa,
I agree with Mr. Prabhat and Mr. Dinesh,
Practically I would suggest you to -
Task and People both are equally important, if any of one lacking behind in the industry you may face difficulties to achieve Organization's Vision, Mission and Goals.
As you are in IT sector,
1. Strengthen your PMS practices, link with KRAs, many of the industries are following KRAs but not adopting properly, then it becomes liability for the Organizations. Serious measures and milestones to be stepped and reviewed it accordingly. Be aware review system must be adhere properly otherwise it wont reflect in the performance.
2. Develop a culture of competitiveness, go for 5 S activities and rolling rewards, KAIZEN in one of the excellence practices which creates team work and healthy competition.
3. Start communication meet quarterly with the team, where Top management will share on FY targets and what measures to be taken to achieve the goal and the should be reflected in action plan and this to be tracked by nominated person.
4. Training ratio should be 60% Technical, 40% Behavioral, MDP, Awareness.
Try to develop these practices in the organization and you can sense positive changes at least after 8-12 months.
Remember whatever you are doing good practices for people orientation must be continued for balancing both.
From India, Kanpur
I agree with Mr. Prabhat and Mr. Dinesh,
Practically I would suggest you to -
Task and People both are equally important, if any of one lacking behind in the industry you may face difficulties to achieve Organization's Vision, Mission and Goals.
As you are in IT sector,
1. Strengthen your PMS practices, link with KRAs, many of the industries are following KRAs but not adopting properly, then it becomes liability for the Organizations. Serious measures and milestones to be stepped and reviewed it accordingly. Be aware review system must be adhere properly otherwise it wont reflect in the performance.
2. Develop a culture of competitiveness, go for 5 S activities and rolling rewards, KAIZEN in one of the excellence practices which creates team work and healthy competition.
3. Start communication meet quarterly with the team, where Top management will share on FY targets and what measures to be taken to achieve the goal and the should be reflected in action plan and this to be tracked by nominated person.
4. Training ratio should be 60% Technical, 40% Behavioral, MDP, Awareness.
Try to develop these practices in the organization and you can sense positive changes at least after 8-12 months.
Remember whatever you are doing good practices for people orientation must be continued for balancing both.
From India, Kanpur
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