Question
1.)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.
Ans :
Top
executives are usually thought of as the people who make the major decisions in
an organisation. They often have disjointed and widely varied tasks, ranging
from figurehead duties to conducting meetings. They also have external duties,
including such varied ones as testifying at legislative hearings, greeting
important customers, presiding at retirement luncheons and serving on the board
of directors of agencies, such as a local college. The major duty of the top
executive is to deal with broad organisational matters and major projects, such
as long-range planning and the development of organisation’s strategy.
Decisions such as expanding a plant, dropping a major product, or purchasing
another company are made at this level. Broadly speaking, they are expected to
utilise human and non-human resources to achieve their organisation’s goals,
such as making profits for owners, paying good wages to employees and produce
quality goods and services with a view to serve customers. In short, they must
build institutions.
Now
that we have gone through the major stages of an income generating project
namely, planning, implementation, monitoring and evaluation we need to get to
the question of how to build the "capacity" of individual PWDs and
the organization (or the project) to undertake all these activities.
Capacity and capability is the main skill of the top level executive
Capacity and capability building is defined as
the empowerment which encompasses the ability, will and skills to initiate,
plan, manage, undertake, organise, budget, monitor/supervise and evaluate
project activities.
·
Education,
as the key to information and ability, should, as a matter of policy, be made
available to all PWDs within the mainstream services subject to the suitable
training of instructors or change agents to meet the specific needs of the
various disabilities. This was an immediate need in respect of children.
·
With
regard to adults, it was recommended that a sufficiently structured adult
education system which imparts skills relevant and useful to the various
disabilities should be instituted.
·
For
integrated training and education services to take place, it was proposed that
attention be paid to the need for technology inputs required by the adaptation
to accommodate the needs of the PWDs.
·
In
addition to education and training, capacity and capability building should be
pursued through informal approaches like networking, visits to similar projects
within the country, neighbouring states and the continent whenever possible.
·
Continuous
learning can also be ensured through instruments like refresher courses,
correspondence, personal reading, club and group membership and participation
in special activities like seminars, feasibility studies, appraisals and
evaluation projects.
·
Finally,
it was resolved and recommended that the professionals who work with people
with disabilities should understand and have the experience and positive
attitude to work with individuals, groups and organizations in building of
local knowledge and experience with a view to strengthening their institutional
capacity.
Others are :
Self-respect and self-confidence to be
self-reliant
Conceptual, analytical and research skills
Knowledge and information
Productive resources: natural and human
Appropriate aids for PWDs
1. Identity
creating role: Top level executives must create an identity for their
organisations in the market place. Such an impact can be created by serving
employees through excellent welfare measures, developing enviable marketing
skills or fostering technological innovations. In short, they must ‘carve out a
niche’ for themselves in the market place.
2. Enabling
role: Top level executives must develop their resources (men, materials,
equipment and other facilities) in the service of an organisation. A good work
atmosphere must be created where employees would feel like contributing their
best to the organisation.
3. Synergizing
role: Synergy means that the whole is greater than the sum of the parts. In
organisational terms, synergy means that as separate departments within an
organisation cooperate and interact, they become more productive than if each
had acted in isolation. For example, it is more efficient for each department
in a small firm to deal with one financing department than for each department
to have a separate financing department of its own. Top executives must try to
combine their human as well as non-human resources in such a way that the goals
of the organisation are met in an effective and efficient manner.
4. Balancing
role: The top executive must be able to strike a harmonious balance between
conformity and creativity within the organisation. Conformity to rules and
regulations is required to ensure consistent and orderly execution of work.
Conformity, when carried out in a rigid and scrupulous manner, may affect
employee behaviour in a negative way and destroy the creative potential of
employees. The chief executive, therefore, must encourage his employees to move
in new directions and respond to new challenges in a dynamic way instead of
merely applying rules and regulations in a mechanical manner.
5. Linkage Building role:
The chief executive must be able to develop appropriate linkages between the
organisation and outside constituencies such as government, financial
institutions, community and society at large. Without enlisting support from
these outside constituencies, it might be difficult for the organisation to
obtain licenses, to expand business activity, to carry out research and to
initiate rural development programmes.
6. Futuristic
role: The chief executive must prepare the organisation for future challenges.
To this end, the organisation must look into market opportunities and encash
these in a prudent way. The chief executive must be able to steer the ship to
safety, facing the turbulent environments in a bold manner.
7. Creating
an impact: This means making an impact of one’s organisation on others, by way
of superior technology, marketing skills, innovative abilities, etc.
Provide super ordination: The chief executive
must be able to create a sense of pride and importance in the subordinates –
making them feel that they are working in a very important field of work which
is very useful for the society.
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