Profesional Manager

What are the Institution Building Skills of the Top Executives in organisational set up? Explain with examples from various Institution Building Personalities quoting their role relating to various skills which contributed in Institution Building. Briefly describe the organisational history you are referring to.

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Most of the institution building activities require attending to some very important functions. The chief executive has to maintain his position of a leader of the organisational management. Apart from the efficiency of the organization top executive has to be equally concerned about satisfaction of employees, their welfare, their development which will create an impact on the society and their morale. Managerial skills that help in building an institution or organization the skills of the top executive are broadly categorized as follows:

i) Identity Creating Role: You create a special place for your organisation by making it unique in one or more than one respect. You may have good employee welfare measures that make your employees happy. You may also be known for your technological innovations and users of your technology outside your organisation are happy about it. Thus, you are known with your identity with the above two areas which are created and you have also made or established your organisation’s identity that way. Corporate Social Responsibility and Corporate Governance, employee satisfaction, goodwill, transparency,.

ii) Enabling Role: The chief executive has to develop various kinds of resources such as men, material, facilities for work as well as a good work atmosphere. Employees have to be trained and updated in their skill and materials so that outputs can be multiplied. Also, he has to give employees a very challenging/satisfying atmosphere to work by knowing their ability as well as willingness to work by this means efficiency of the employees can certainly be increased as well as morale. Involvement of employees in decision making. Focused participation, development of resources (men, materials, machinery and money etc.). Breakeven point.

iii) Synergising role: Synergy is working together of two or more people, organizations, or things, especially when the result is greater than the sum of their individual effects or capabilities. Collectively resources – men, material, money and machines contribute to the goals of the organisation. Ensuring proper utilisation of the available resources particularly when such resources are scarce is very important role of the top executive. Also, this role of the top executive is very challenging one because he has to uniquely combine available resources with their optimum utilisation in order to achieve the predetermined objectives.

iv) Balancing Role: The role of the top executive is to make subordinates conform to rules, expectations, regulations or procedures to achieve the goal of the organisation. Such conformity may not be so much stressed that it destroys the creative potential of the subordinates/employees. Allowing employees to be creative, to be able to move in new directions and respond to the new challenges and pressures from the environment gives them autonomy without causing damage to their potential. Thus, a balance between the conformity and creativity should be maintained.

v) Linkage Building Role: As a top executive, realizing the social obligations of the organisation to the benefit of other organisations as well as the community and society at large he link the organisation with other technical or financial organisations or government agencies or policy making bodies which may have similar goals. For example, research and development unit of the industry can have link with a similar unit in educational or research organisations. He has to get support from financial institutions to develop research and development activity in his organisation. Linking the organisation’s activity with the community where he works. A rural development centre’s activity at a technical education institution can be very well linked with community development programmes in rural areas on issues like health, sanitation, education, etc.

vi) Futuristic Role: This is role is very vital because the very future of the organisation will be at stake, if let loose. Top executive has to take decisions to expand or diversify or change or reorganise his organisation for meeting new demands and challenges. He should be prepared for the importance of the role his organisation can play in future.

vii) Making impact: This means making an impact of one’s organisation on others. A leading manufacturing organisation of a product can be very influential in several ways to influence the policies in the field in which it operates. Examples of electronic goods such as television, transistors, calculators and computers are not rare, where superior technology in the manufacturing process is ever on the increase.

viii) Super ordination to the employees working under a top executive. You can done by giving a sense of fulfilment to the members of your organisation by building in them a sense of pride that they are working in a very important field of work, which is so important for the society. For example, members of a fertiliser or oil or steel organisation would be very highly motivated and satisfied people as their work is of importance to the society. This sense of pride has to be brought out by you as a top manager.

xi) Team Building: Building an efficient and strong team of people at the middle management level so that they can really work for him and the organisation. Being chief executive he can always encourage some persons to learn some of his management as well as managerial skills to keep the organisation functioning by their strong and mutually supporting activities.

x) Monitoring and Reviewing: Monitor and review the functioning of the organisation at different time intervals to ensure correct way of functioning. You may also make sure that your team of people are open to problems of their own group as well as appreciate problems of similar kind occurring at various levels in other organisations. Many times we are successful in resolving our problems concerning people or their work by borrowing experience of others.

xi) Quest for Talent Search: This role of a top executive assumes high importance. This role involves a constant monitoring and search for competent people at all levels and reward them for their competence and dedication. Search of competent personnel in a significant way to enhance the competence of the organisation.

xii) Sharing ideas: To keep in touch with and share ideas with policy makers and planners as well as intellectuals who bring in deep insight to understand and plan for the future. This role of chief executive is very crucial as sharing of ideas and the feedback from them to join meetings and debates of such nature which will make you think about your own skills in this regard.

xiii) You may like to develop in yourself a kind of skill to be involved with the organisation yet remain detached about it. In India, this sense of remaining detached, yet knowing what is happening is one of the very important work values existing in our culture and tradition. You may be deeply involved to become a very effective top person in the day-to-day operations of the organisation and its results. Yet you should also be detached from people and situation to observe your own activities and experiences to learn about a different approach to your organisation.

Container Corporation of India Limited – a Central Public Sector Enterprise (CPSE) under the administrative control of Ministry of Railways had made its humble beginning in 1988 with its one and only one ICD at Pragati Maidan, New Delhi – with various institution building measures of its various Chief Executives right from Mr. R.D. Sharma to Mr. Anil Kumar Gupta (current CMD) over a period of 25 years now the company enjoys a near monopoly status in multimodal logistics business despite Ministry of Railways granting licences to the private container operators. The tenure of Mr. Ashwini Kumar Kohli and Mr. Rakesh Mehrotra the ex-CMDs has seen a commendable development scenario because of all the above explained roles being played by them despite facing the odds during the period of economic slow down i.e. in 2008. As we are all aware during this period the export import (EXIM) trade as well as the domestic trade was severely hit. But the strategic role played by the top/chief executive in reducing the freight tariff slightly had given boost to the domestic as well as exim trade while maintaining the upward trend in profitability.

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