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how to build Human Organization

Man is by far the most critical resource of an organisation. No amount of money,
materials and machines can produce results by themselves. Men are needed to
manage them. Machines can be programmed to take over routine, repetitive jobs, but
only a human brain can design the machines.
Surround yourself with the best people you can find, delegate authority, and don’t
interfere”, is the advice given by U.S. President, Ronald Reagan to practising
managers (FORTUNE, September 15, 1986). Certainly useful advice except for the
drawback that good people, leave alone the best, are so difficult to find. `I just can’t
seem to find the right people’ is an oft heard lament from many a manager. It is
indeed a paradoxical situation that we have so much unemployment on the one hand
and on the other it is genuinely difficult to find the right sort of people.
A small consulting firm’s experience is that an advertisement for sales representatives
in a national newspaper fetches anything upto four hundred applications and you are
lucky if you are able to pick up even two or three good people.
This only reinforces the fact that a good worker is a valuable asset to any company.
And, every manager must constantly be on the look out for people with potential and
attract them to join his company. A manager with a competent team has already won
half the battle. Note that we use the word team, and not individuals. However,
competent or brilliant individuals may be, if they cannot work together with each
other they are of not much use to a company. It is up to the manager to mesh
individuals into a well-knit team. The manager who cannot build his team cannot
succeed. Teams should be built on the principles of division of labour, specialisation of
work and mutual give and take.
Pearl Polymers Private Limited is engaged in manufacturing and marketing a
wide range of consumer and industrial thermoplastics under the brand name
of PEARL PET. In addition, the group is involved in garment exports,
computer manufacturing and retailing and trading in basic chemicals. The top
management team consists of four brothers each having a special area of
activity. The eldest brother is the overall group in-charge who coordinates and
looks after the interests of the entire group besides being responsible for
marketing and trading. The second brother, a chemical engineer by training, is
responsible for production. The third brother is a chartered accountant and
manages the finances and accounts. The fourth brother has a


Tasks of a Professional Manager
business management degree and is responsible for garment exports. Having clear
cut areas of functioning and responsibility these brothers have been able to create the
right team spirit and are very successful.
Realising the importance of creating a team spirit and teamwork for achieving the
organisational objectives, progressive companies are trying to build this up in every possible
way. Quad Graphics, a very successful print company in USA, calls its workers partners'. W.L. Gore Associates, an American high-tech manufacturer refers to its 4000 people on its payrolls associates”. Over 8,000 American companies share part of their ownership with
more than 10 million employees through Employee Stock Ownership Plans

How to Retained Talent And Inculcating Sense Of Loyalty

Hiring good people is still a relatively simple task as compared to the task of retaining them,
people may join a company because of its favourable image but will stay on only if they find
appreciation for, and satisfaction from, their work.
To retain talented people the manager should provide a comfortable working environment
which is conducive to work. More important than the physical environment is the degree of
freedom which a worker enjoys in making decisions within the defined parameters of his job.
When a worker knows that it is his responsibility to produce results and he is accountable for
them, he will put in his best effort. On the other hand, if the worker is always ordered to do
every single act, and nothing is left for him to decide, whatever little potential exists in him
will be killed. A worker should be able to take pride in his work, derive satisfaction from
saying `This is my achievement’. To ensure that work does not degenerate into a boring and
meaningless affair, repetitive, dull tasks should be interspersed with tasks which call for some
element of creativity. In practice this may be difficult, but the manager must at least give some
thought to how best he can make work meaningful. Rotating jobs within the same department
at the same level may be one way of making work more interesting and provide opportunity
to the worker to demonstrate his professional and technical skill.
The manager must also understand that each individual is unique and his degree of expertise
at handling various aspects of works varies from that of another. As an effective manager
your attempt should be to pinpoint your subordinates’ strengths and give them work in which
their skill can be utilised to the maximum. In areas where they feel inadequate, provide them
support. A talented, competent man is definitely worth that bit of extra support.
Recognising, appreciating and nurturing your subordinates’ talents will bring you rewards in
terms of improved results and loyalty. However, to really earn the loyalty of his people the
manager must remember two other key concepts, communication and motivation. A manager
who encourages open, direct and frank communication is always able to tackle issues much
before they become problems and also take advantage of the creative ideas of his employees.
Opportunity to communicate directly with the top manager enhances the sense of self-esteem
of workers and helps create in them a sense of belonging, a feeling that what they think and
feel is important to their organisation. Such a feeling goes a long way in building loyal
employees.
Every individual’s behaviour is initiated because of some needs, drives, and desires and is
directed towards achievement of goals. These needs and drives motivate a man to action. The
manager’s attempt should be to influence these needs, desires or motives towards the achievement
of the organisational goals. The more such motivational factors a manager can incorporate in the
work content, environment of work and rewards of work, the more willingly will people put in
hard work. Money, power, status, recognition, etc. are all powerful motivators which a manager
can use. Under the Employees Stock Ownership Plans in use in many U.S. companies,
employees can buy shares and become part owners of the companies for which they work. Recent
research reveals that these plans encourage employees to remain loyal.
to their organisations and
stay on with them

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