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 After studying thischapter, you shouldbe able to:
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Describe thecharacteristics of management andits importance inan organisation;
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Explain the natureof managementas an art, scienceand profession;
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Explain thefunctions of management; and
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Appreciate the nature andimportance of coordination.
NATURE AND SIGNIFICANCEOF MANAGEMENT
LEARNINGOBJECTIVES
 At a time when India had a total of 250 computers, Shiv Nadar led a young team which passionately believed in the growthof the indigenous IT industry. That vision in 1976, born out of a Delhi ‘barsaati’, has resulted three decades later in creating a US $ 3.5 billion global enterprise. HCL is today a leader in theIT industry, employing 41,000 professionals and having a globalpresence in 16 countries spanning locations in the US, Europe, Japan, ASEAN and the Pacific Rim. HCL’s business today spansIT hardware manufacturing and distribution, system integration, technology and software services, business process outsourcing,and infrastructure management. HCL Enterprises is a leader in global technology and IT services.HCL’s basic plan of developing an indigenous microcomputer bore fruit in 1978 at the same time as Apple and three yearsbefore IBM. This was considered by many industry observersas the birth of the Indian computer industry. Under the abledirection of its founding fathers it commenced global operationsin the US in 1988. Shiv Nadar’s risk-taking ability is legendary and he has often made daring forays based on his conviction of  the future. At a time when hardware was the name of the game,Nadar foresaw the huge potential in the area of IT education andlearning from which NIIT was born. Yet again when softwaredevelopment was still in the nascent stages, Shiv Nadar took  the lead and today HCL is a force to reckon with in the globalmarkets. The organisation structure of HCL Enterprises consistsof two listed companies in India – HCL Technologies and HCLInfosystems.Shiv Nadar, Chairman and CEO, attributes the success of  the group to its management team and their entrepreneurialspirit, which together have enabled it to handle rapid changesin environments and technologies, and to transform threatsinto opportunities. Fundamental to the process has been thedevelopment of new paradigms for the unprecedented situationsinto which the group ventures. These include guidelines for organisation restructuring, market creation, technology leveraging
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Management at HCLManagement at HCL
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Business Studies
and business up-scaling. Like any other business enterprise profits areimportant for the survival and growth of HCL as an enterprise. At HCL the management believes that a satisfied employee createsa satisfied customer, who in turn creates profits that lead to satisfiedshareholders.HCL has a strong sense of social responsibility. It has set upeducational institutions in the fields of management, engineering andcomputer education, in which one-third of the students are girls.
 According to Shiv Nadar, the future belongs to the global enterprise whichis able to transform itself according to the challenges of global economy.
Source: www.hcl.in
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ntroductIon
 
 The above case is an example of a successful organisation whichis amongst the top companies inIndia. It has risen to the top becauseof its quality of management.Management is required in all kindsof organisations whether they aremanufacturing computers or hand-looms, trading in consumer goodsor providing hairstyling services andeven in non-business organisations.Let us take another example.Suhasini is the branch manager of Fabmart, an organisation that promotes the sales of Indianhandloom and handicraft products while providing equitable employment to traditional artisans. Fabmart sources its products from over 7500craft persons and artisans acrossIndia. Planning the products is a difficult task that is done by a teamof marketing and design experts toensure that whatever is produced isaccording to market demand. Theseplans are then communicated by Suhasini to the rural artisans whoactually implement them.Fabmart is a private limitedcompany with several branches allover the country. It has a complex organisation structure in whichactual production is in the hands of several skilled artisans and marketingis done by staff at branches such asthe one managed by Suhasini. Thismeans constantly providing directionand motivation to her employees. Shealso has to ensure that productionis carried out according to plans inorder to ensure regular sales. A typical day in Suhasini’s lifeconsists of a series of interrelatedand continuous functions. She hasto plan a special festive collectionfor Diwali and Christmas. Thismeans organising more funds andrecruiting more artisans. She alsohas to regularly communicate withher suppliers to ensure that deadlinesregarding delivery of goods are met.In the course of the day she meetscustomers for a general feedback 
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