Nurturing the Nucleus of Organizational Sustainability

 

It is quite correct to say that “an organization is very much like a person itself”. The reason for this is because the attitude, capabilities, attitudes towards work and the like of employees who work in the organization have a major bearing on the business results of the establishment. All of these factors, including how the employees work will result in either development of the organization, while at the same time, can lead to a decline in the company as well.

No one can deny these facts, since we can judge them from the history of the world, the course the company to which we belong at present has taken up to now, as well as the current situation we can observe around us in the world of business. There are many examples of success and failure of Sri Lankan companies

This being said, any organization has a purpose and certain goals which it strives to accomplish. It is composed of people who share in these common purpose and goals. Further, as we all know, the organization is structured in a manner in which work/tasks is broken down and allotted among all the members belonging to it. An organization disintegrates when it is not structured accordingly.

All of the work done within the organization finally needs to be organically integrated towards achieving the purpose and specific goals of the organization. Thus, it is needless to say that the competence of the people doing the work in a particular organization will have a great bearing on the business results of the organization.

Work in an organization is most often done individually, while in others is done as part of a group or team effort. However, a group is a gathering together of individual people. Consequently, it is necessary to develop the skills and capabilities of each individual so as to realize an integrated, synthetic ability of the organization as a whole. Herein lies the value of training of people and the development of human resources.

The cultivation and development of ability and skills should not be limited only to the work being done at present. It is also important to capture the content of anticipated future directions based on a clear understanding of management policy, changes in the world and surrounding market environment, and the like. Managers must have their eyes set on the bigger picture (jungle) and as well as the individual trees.

These days, stagnation means the eventual downfall of an organization. For this reason, education, training, and development of the skills and talents of the human resources of the organization is essential not only for the manager, but also for his or her subordinates as well as for the organization itself. As a manager, one must always bear this fact in mind.
It is said that managers are primarily evaluated on the good results of the work done by subordinates. This means that a manager is responsible for developing subordinates and improving their ability to perform and achieve on the job. The managers have a moral duty to hand over a better organization to the future generations of the country. What would be the status of longstanding organizations if their managers did not train their subordinates and develop their human resources the way they did back in the good old days. Take for example our Tea industry. Thanks to the British’s meticulous on-the-job training we still continue to reap benefits from this industry.

Managerial functions such as planning, directing, controlling, coordinating, and the like serve to induce and encourage subordinates to perform self-planning, self-directing, self-controlling, and so on. In short, we can say that the management behavior of managers consists of subordinate development itself. As in any system in this world, the systems in an organization are totally interdependent on its components. Therefore needless to say that managers will be more effective and organizations will have continued success when they enhance the competence of the subordinates.

Consequently, the development of subordinates is the basis of the roles and responsibilities of managers. For this reason, manager should take whatever time and effort necessary to develop the abilities of subordinates to perform and achieve in their jobs.

The fact that subordinates have the ability to perform and achieve on the job alone does not lead to the obtaining of good results. However, there is no doubt that work efficiency would be lower without this ability. Therefore, managers also need to develop subordinates so that they will acquire the attitude, skills and knowledge that are directly related to their current job. To this effect manager him or herself should possess desirable attitudes as it said that subordinates learn from the ‘back’ of the manager.

At the same time, it is necessary to develop subordinates from the standpoint of the entire workplace as well as in terms of long-term and future-oriented prospects by placing the viewpoints of the career plans of each individual into perspective.

If the manager can develop his or her subordinates in such a way, the manager’s own work becomes easier resulting in not only bringing greater profit to the organization that he or she is responsible for, but also giving significant advantages and gains to the lives of his or her subordinates. The manager will have a greater opportunity to concentrate on more strategic issues when he/she has competent subordinates.

The meaning of development is not limited strictly to this. It is also necessary for managers to direct their attention to promoting and enhancing relations of mutual trust and reliance between subordinates and the manager who in turn learns from the process of developing subordinates.

The manager has a responsibility to nurture the nucleus of organizational sustainability or said in other words to train and develop people as capable human resources (human capital), for people are the most important resource in business.

 

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