Harold Kotz

1040 Words 5 Pages
Management is a universal phenomenon. It is a continuous process which helps and directs the various efforts towards a definite purpose. Harold Koontz states that “management is an art of getting things done through and with the people…[creating] an environment in which people can perform … towards attainment of group goals”. An arising problem within many current organisations is management being reluctant to change in attempts to maintain their status by resisting change under traditional set-up. Traditional management plans do not have much place in future organisational operations. In terms of traditional management within an organisation, managers have set plans for each individual within a team to follow, which have been implemented …show more content…
Planning allows for goals to be set as well as providing insight into how to achieve them. Each successful organisation should have a mission statement and a vision statement. From this, the manager is able to make plans to specify goals and the actions taken which enable the organisation to achieve their ultimate goals through the work environment. Often managers assume that developing a new plan of operations in the work environment is code for abandoning the old one, and they are wrong to do so. Majority of the time it is working impeccably in terms of what it was designed to do. However, when disruptive changes appear, managers need to have a plan where capabilities are assembled within the organisation to confront the change before it affects the business. In Revolutionising Product Development (the free press, 1992) Steven Wheelwright and Kim Clark referred to these structures as “heavy weight teams”. These teams are entirely committed to the newly risen challenge and each member is charged with assuming personal responsibility for the success of the project as a whole. By doing this, the manager is allowing operational planning, which is generally done by non-managerial personnel. Therefore, by incorporating such a team, the organisation is still able to focus on the main goal of the business, as well as overcoming the challenge of the new and unexpected change which has occurred. At Chrysler, for example, the boundaries of the groups within its product development organisation had been defined by component. However, in order to accelerate their auto development, they needed to focus more on their automobile platform. They did so by creating heavyweight teams. Chrysler facilitated the definition of new processes that were more efficient and

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