Historical Implications to the manager

In the last blog, we summarized the various management practices that are prevalent in the various phases of organizational growth. Starting from the current blog, over the next few blogs, we shall look at what this means for the manager! 

In a recent comment to the post, one of the readers of the blog had indicated that all this is pure "common sense"; this is really the proof that it is intuitive. However, it is really hard for the individual manager who is going through the phase to really realize the challenges that he is currently undergoing and act accordingly. Today's blog and the next few to follow also deal about this issue. The first of these is:

The manager should know where the organization is in the developmental sequence

Recognizing the current stage of growth of an organization is very critical for the Top Management of the organization. This enables the organization to recognize when the time for change has actually arrived, or it may result in imposing a wrong solution to the issue at hand. 

Many a times the top management tends to work against the tide, realizing the flow and move with it is a good approach to take! It is also important to note that every phase is essential, and in a way strengthens the organization through the learning that is accumulated at that phase, these learning are very essential to the success in the subsequent phases. 

It would be wise to really let the revolution move in, it is these periods of tension, pressure, which create ideas and awareness that builds the platform for change in the future and acts as a reason for the introduction of the new managerial practices.