The Hindu Business Line : `Somehow' management

THERE is this dangerous and, often valueless trait in human beings to "somehow" achieve something. While politicians somehow aspire to make as much money as possible, most youngsters somehow want to make it big in double quick time, and virtually run after fat salaries offered in the IT sector.

What is this malice, and what are its boundaries? "Somehow" management refers to unclear rules, guidelines, directions, circulars, or even procedures, where more than one interpretation is possible. Since nothing is very clear as to what should be done, and who should do it, the task itself either does not get done, or gets done in a haphazard fashion.

Let us take the simple example of who is to act when a special request for a medical re-imbursement is made. In many organisations, the hapless worker would write it down in the local language, and hand it over to the Personnel Department, which would demand the endorsement of both the immediate supervisor and the Head of the Department. If either of them is on leave, the paper would be pending. Finally, it would "somehow" find its way to the CEO, who would use his discretion in sanctioning some amount.

If only the procedure clearly specified the officials and their authority, such a simple matter can be sorted out very easily. Wherever organisations do not practice Total Productive Maintenance, the problem is real, and inadequate training, and lack of clear guidelines, only adds to it.

Likewise, there are occasions when the personnel and accounts department have boundary disputes regarding simple things such as physical disbursement of salary in cash.

The solutions are simple. Every modern organisation should have a detailed HR manual, where each role is clearly defined, and discretionary powers are also clearly spelt out to avoid delays. The manual can be amended and whenever training plans are drawn up, the strategic component should not be lost sight of.

It is worthwhile to ask: a) what should be changed now in our process and who should do it? b) In the light of changing customer needs, can we think of different ways, such as multi-skilling, and innovations in operational effectiveness such as just-in-time deliveries, reduction in cycle-time, waste reduction, nil losses due to break-down of machinery, and so on? c) Who is to do what, when, where and how?

It is absolutely essential that "Somehow Management" becomes "Systematic Management".

A. B. Sivakumar

More Stories on : Management | Impressions

Article E-Mail :: Comment :: Syndication :: Printer Friendly Page

Stories in this Section
The nuclear debate — India should not buckle under pressure

The urban mess

Mr Prime Minister, your slip is showing!

`Somehow' management

IIMs: The global (dis)connect?

Doha Round — The challenge beyond Hong Kong

Villagescope — Reviving the rural economy

India-US nuclear deal

Re 1 STD calls

FDI and growth