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  • Business and Society – Pre Liberalization to post Liberalization

    It has been a bit over 20 years since India has liberalized itself and seen its benefits. If we look at the era before the liberalization, we had the government dominated industrial sector driving the economy. We had companies like the BHELs, BEMLs, ITIs, and HMTs etc which ruled the roost and provided a lifetime employment to the generation there.

    A typical look at this era and we realize that these organizations had a typical set up; dispersed across the states, there were small colonies around these government companies. In addition there were employees who would travel by the transport that was provided by these organization, work and return in the evening. There were school very close to these colonies were most of the kids of the employees were trained and educated.

    When I look back at these, I feel the concept with these government companies could be much better related to the social impact that accompanies the business of these companies. However with liberalization we find most of these government companies shutting down their premises and the businesses run by private people growing in numbers and success stories too.

    But there seems to be one drawback with these private institutions when I compare them with the public sector companies. I find that the social aspect of business seems to have fallen away. The return on investment seem to be the major focus areas – pretty right with the capitalistic nature of the businesses today; but it is important to have the social impact is creates.

    Realizing the real impact that corporate can do to society and being more proactive in these aspects, without limiting it their CSR activities; would be a key ingredient if private companies of today. Never isolate business from society – there is no business without a society flourishing around it.

    Discussions of this nature are important part of the economic world and we would deal with on the discussion forum too – do let us know your opinion on these issues.

    Kannada: http://somanagement.blogspot.com/2011/03/blog-post_21.html

  • ವ್ಯವಹಾರಿಕ ವರ್ತನೆ ಚರ್ಚೆ – ೧

    ಸಂಸ್ಥೆಯ ಬೆಳವಣಿಗೆಯಲ್ಲಿ, ಮಾನವ ಸಂಪನ್ಮೂಲ ಪ್ರಮುಖ ಪಾತ್ರ ವಹಿಸುತ್ತದೆ ಎಂದು ಈ ಹಿಂದೆ ತಿಳಿದುಕೊಂಡೆವು. ಮನುಷ್ಯನ ಸ್ವಭಾವ ಅರ್ಥೈಸಿಕೊಳ್ಳುವ ಪ್ರಯತ್ನದಲ್ಲಿ ಮನುಷ್ಯನ “ಅಹಂ” ಬಗ್ಗೆ ತಿಳಿದುಕೊಂಡೆವು. ಸಂಸ್ಥೆಯಲ್ಲಿ ಮನುಷ್ಯನ ವರ್ತನೆಯನ್ನು ಅಧ್ಯಯನ ಮಾಡಿದಾಗ ಸಾಕಷ್ಟು ಅಂಶಗಳು ಹೊರ ಬರುತ್ತವೆ – ಇದನ್ನೆ ವ್ಯವಹಾರಿಕ ವರ್ತನೆಯೆಂದು (ಆರ್ಗನೈಸೇಶನಲ್ ಬಿಹೇವಿಯರ್) ಕರೆಯುತ್ತೇವೆ.

    ಪ್ರಬಂಧಕರು ವ್ಯವಹಾರಿಕ ವರ್ತನೆಯ ಮೂಲಕ ಸಂಸ್ಥೆ ಮತ್ತು ಉದ್ಯೊಗಿಗಳ ನಡುವಿನ ಸಂಬಂಧದಿಂದ ತಿಳಿದು ಸಂಸ್ಥೆಯ ಧ್ಯೇಯಗಳನ್ನು ಸಾಧನೆಯನ್ನು ಸರಿಯಾಗಿ ತಿಳಿದುಕೊಳ್ಳಬಹುದು. ವ್ಯವಹಾರಿಕ ವರ್ತನೆಯಲ್ಲಿ ಎರಡು ವಿಧಗಳು
    ಸೂಕ್ಷ್ಮ ವ್ಯವಹಾರಿಕ ವರ್ತನೆ: ಉದ್ಯೊಗಿಗಳ ವರ್ತನೆ ಇಂದ ಸಂಸ್ಥೆಯ ಮೆಲಿನ ಪರಿಣಾಮದ ಅಧ್ಯಯನ
    ಸ್ಥೂಲ ವ್ಯವಹಾರಿಕ ವರ್ತನೆ: ಸಂಸ್ಥೆಯು ಉದ್ಯೋಗಿಗಳ ಮೇಲೆ ಬೀರುವ ಪ್ರಭಾವ.

    ವ್ಯವಹಾರಿಕ ವರ್ತನೆಯ ಬಗ್ಗೆ ತಿಳಿದುಕೊಳ್ಳಲು ಪ್ರಬಂಧಕನು ಆತನು ದಿನನಿತ್ಯ ನೋಡುವ ಸನ್ನಿವೇಶಗಳನ್ನು ಅರ್ಥೈಸಿಕೊಳ್ಳಬೇಕು, ನಿರ್ದೇಶಿಸಬೇಕು, ನಿಗ್ರಹಿಸಬೇಕು ಮತ್ತು ಇವುಗಳಿಂದ ಮುಂಬರುವ ಸನ್ನಿವೇಶವನ್ನು ಊಹಿಸಬೇಕು. ಇದರಂತೆ ವ್ಯವಹಾರಿಕ ವರ್ತನೆಯು ಪ್ರಯತ್ನದಿಂದ ಸಾಧಿಸಬೇಕಾದ ಕೌಶಲ್ಯವೆನ್ನುವುದು ಖಚಿತವಾಗುತ್ತದೆ.

    ಇಂತಹ ಮಾನವ ಸಂಪನ್ಮೂಲದ ಪ್ರಬಂಧನೆಯ ಬಹು ಮುಖ್ಯ ಅಂಗವಾದ ವ್ಯವಹಾರಿಕ ವರ್ತನೆಯ ಬಗ್ಗೆ ಮುಂಬರುವ ಅಂಕಣಗಳಲ್ಲಿ ತಿಳಿದುಕೊಳ್ಳೋಣ.

  • Organizational Behavior Discussion – 1

    One of the core part of Human Resource Management (we saw why this was the most significant business function) involves understanding the Human Being. We began with our attempt to understand the Human being with the blog on ego. The behavior of the human beings in organization gives significant inputs on the way the human being thinks. Understanding their behavior hence would be would be very significant and this study is called Organization Behavior (OB)

    OB assists managers develop an insightful understanding of how people and organizations behave and interact with each other in accomplishing their goals. This field of OB could be classified into two categories:
    • Micro OB – that dealing with the way individuals influence the organization
    • Macro OB – that dealing with the way the organization influence the behavior of the people

    Whatever the focus, it is certain that OB deals with behavior of people and organization. For a manger dealing with OB, it would mean understanding, directing, controlling and predicting behavior in organizations of both people and organization.
    This means that the field of OB comes in with a significant practice oriented rider – it is only by practice that the manager would gain acquaintance with the people and organization he works with and thereby accomplishes the objectives.

    In the upcoming series on HR related issues, we could continue our understanding of OB before going to other divisions of the HRM – as Human resource form the core of every organization.

  • ವ್ಯವಹಾರ ಪ್ರತಿಕೃತಿ – ಫ್ರಾಂಚೈಸಿ

    ವ್ಯವಹಾರ ಪ್ರತಿಕೃತಿಯ ಹಿಂದಿನ ಅಂಕಣದಲ್ಲಿ ಫ್ರೀಮಿಯಂ ಪ್ರತಿಕೃತಿಯ ಬಗ್ಗೆ ಚರ್ಚಿಸಿದ್ದೆವು. ಇಂದಿನ ಅಂಕಣದಲ್ಲಿ ಫ್ರಾಂಚೈಸಿಯ ಬಗ್ಗೆ ತಿಳಿದುಕೊಳ್ಳೊಣ.

    ಸರ್ವೇ ಸಾಮಾನ್ಯವಾಗಿ ಕಂಡುಬರುವ – “ಕೆಫೆ ಕಾಫಿ ಡೇ”ಯು ಬೆಳೆಯಲು, ಫ್ರಾಂಚೈಸಿ ಪ್ರತಿಕೃತಿಯನ್ನೇ ಉಪಯೋಗಿಸಿದೆ. ಅದನ್ನು ಇಂದು ಎಲ್ಲ ಪಟ್ಟಣಗಳಲ್ಲೂ ಕಾಣಬಹುದೆಂದರೆ ಫ್ರಾಂಚೈಸಿಯೇ ಮುಖ್ಯ ಕಾರಣ.

    ಯಾವುದೇ ಫ್ರಾಂಚೈಸಿಯಲ್ಲಿ ಮುಖ್ಯವಾಗಿ ಎರಡು ಪಕ್ಷಗಳಿವೆ – ಫ್ರಾಂಚೈಸಿ ನೀಡುವವ (ಫ್ರಾಂಚೈಸರ್) ಮತ್ತೆ ಫ್ರಾಂಚೈಸಿ ಪಡೆಯುವವ (ಫ್ರಾಂಚೈಸೀ).

    ಯಾವುದೇ ಫ್ರಾಂಚೈಸಿಯು ಅದರ ಒಪ್ಪಂದದ ಪರಿಮಿತಿಯಲ್ಲೇ ಕಾರ್ಯ ನಿರ್ವಹಿಸ ಬೇಕಾಗುತ್ತದೆ. ಈ ಒಪ್ಪಂದದಲ್ಲಿ ವ್ಯವಹಾರಕ್ಕೆ ಸಂಬಂಧಪಟ್ಟ ರೂಪರೇಷೆಗಳು, ಕರ್ತವ್ಯಗಳು ಮತ್ತು ಇತರೆ ಅಂಶಗಳ ಬಗ್ಗೆ ಸಂಪೂರ್ಣ ಮಾಹಿತಿ ನೀಡಿರುತ್ತಾರೆ.

    ಫ್ರಾಂಚೈಸಿಯ ಅನುಕೂಲ ಅನಾನುಕೂಲಗಳನ್ನು ಪರಿಶೀಲಿಸಿದಲ್ಲಿ – ಅನುಕೂಲಗಳು ಕೇಳಗಿನಂತಿವೆ; ಬೇಗ ವ್ಯವಹಾರವನ್ನು ವಿಸ್ತರಿಸ ಬಹುದು, ಬಂಡವಾಳವು ಹಲವಾರು ಜನರಲ್ಲಿ ಹಂಚಿರುತ್ತದೆ. ಆಗಲೇ ಸಿದ್ಧವಾದ ವ್ಯವಹಾರ ಪ್ರತಿಕೃತಿಯು ಇರುವುದರಿಂದ ಆದಾಯವು ಸುಲಭವಾಗಿ ಪಡೆಯಬಹುದು. ಬ್ರ್ಯಾಂಡ್ ಹೆಸರು ಕೂಡದೊರಕುತ್ತದೆ. ಇದರ ಅನಾನುಕೂಲವೆಂದರೆ,
    ಫ್ರಾಂಚೈಸಿಯ ಸಮಯ ಮುಗಿದಾಕ್ಷಣ ಫ್ರಾಂಚೈಸೀಯು ವ್ಯವಹಾರಕ್ಕೆ ಪ್ರತಿಸ್ಪರ್ಧಿಯಾಗುವ ಸಾಧ್ಯತೆಗಳು ಹೆಚ್ಚಿರುತ್ತವೆ.

    ಫ್ರಾಂಚೈಸಿ ಪ್ರತಿಕೃತಿಯು ಅತ್ಯಂತ ಹೆಚ್ಚಾಗಿ “ಹೊಟೆಲ್” ಉದ್ಯಮದಲ್ಲಿ ಉಪಯೋಗಿಸುದನ್ನು ಕಾಣಬಹುದು.

    ಆಂಗ್ಲ ಅಂಕಣ: http://somanagement.blogspot.com/2011/03/business-model-franchise.html

  • Business Model – Franchise

    The last of the business models we discussed about was Freemium; today we would explore the Franchisee business model.

    We generally see brand names McDonald, Cafe Coffee Day and the like, expanding their operations to almost every small town in the country. How do they manage to scale up so quickly? They expand so at such speeds since the original companies – McD, CCD etc don’t really do all the necessary investment for every new outlet, they tie up with others who show the necessary interest & aptitude for their brand – Their business expansion style is called Franchise Model.

    The franchisee business model has two parties in it –

    • The franchisor – who is intending to expand his business (sometimes this could be at two levels – the main franchisor who owns the business and the franchisor who would have the power to license and expand the
    • The franchisee – who intends to use the Franchisor’s brand name and develop it at a location

    These two are bound by a franchise agreement valid for a franchising period of time. The franchise agreement documents the details of the operation procedures, the rules and regulations that would bind the franchisee, non compete-clause, details of investment etc.

    The franchise model has its own advantages and disadvantages. The advantages for the franchisor include a quick expansion of the business in areas which would otherwise be difficult to reach; the investment needed for the new set up would be shared with an additional resource – the franchisee. For the franchisee get the benefit of an established business model from the franchisor, a brand name, limited knowledge suffices as training is provided. The disadvantage on the other end would be that the franchisor would have to let go of the franchisee if the franchisee so wills after the franchise period. Given this scenario, it might open up another competitor in the business. The localization of the service or product to suit the needs of the local people.

    This business model has been adopted extensively in the hospitality industry. Use this business model for expansion of your business only once you have learnt its nuances, and limit your risk with a good agreement.

    Read in Kannada:http://somanagement.blogspot.com/2011/03/blog-post_16.html

  • ಬೇಡಿಕೆ ಮತ್ತು ಪೂರೈಕೆಯ ಚರ್ಚೆ – ೫

    ಬೇಡಿಕೆ ಮತ್ತು ಪೂರೈಕೆಯ ಈ ಹಿಂದಿನ ಅಂಕಣದಲ್ಲಿ, ಪೂರೈಕೆಯು ತಟಸ್ಥ ಮಟ್ಟದಲ್ಲಿದ್ದು, ಬೇಡಿಕೆಯು ಕಮ್ಮಿಯಾದರೆ ಸಮಾನಾಂತರ ಬೆಲೆಯು ತಗ್ಗುವುದೆಂದು ತಿಳಿದುಕೊಂಡೆವು. ಇಂದಿನ ಅಂಕಣದಲ್ಲಿ, ಮುಂದುವರೆದು ಇನ್ನೊಂದು ಹೊಸ ನಿಯಮವನ್ನು ತಿಳಿದುಕೊಳ್ಳೋಣ.

    ಹಿಂದಿನ ಅಂಕಣದಲ್ಲಿ ಉದಾಹರಣೆಯಾಗಿ ತೆಗೆದುಕೊಂಡಂತೆ ಈ ಬಾರಿಯೂ ನಿಂಬೇಹಣ್ಣನ್ನು ತೆಗೆದು ಕೊಳ್ಳೋಣ. ವರ್ತಕನು ತನ್ನ ಹಿಂದಿನ ಅನುಭವವನ್ನು ನೆನೆಪಿಟ್ಟು, ಈ ಬಾರಿ ಹೊಸದೊಂದು ತಂತ್ರವನ್ನು ಉಪಯೋಗಿಸಿದನು. ಪ್ರತೀ ಎರಡು ಘಂಟೆಗೊಮ್ಮೆ ೫೦ ನಿಂಬೆಗಳ ಒಂದು ಚೀಲವನ್ನು ತಂದುಕೊಡುವಂತೆ ತನ್ನ ಕಾರ್ಮಿಕರಿಗೆ ನಿರ್ದೇಶಿಸಿದ್ದನು. ದಿನದ ಘಂಟೆಗಳು ಜರುಗಿದಂತೆ, ಘಂಟೆಗೆ ಸುಮಾರು ೨೦ ಜನರು ಬರುತಿದ್ದುದನ್ನು ಗಮನಿಸಿದ್ದನು. ಸುಮಾರು ೩ ಘಂಟೆ ಸಂಜೆಯ ವೇಳೆಗೆ, ಕಡೆಯ ನಿಂಬೇಹಣ್ಣಿನ ಮೂಟೆ ಬಂದದನ್ನು ಗಮನಿಸಿದ. ಎಲ್ಲೆವನ್ನೂ ಮಾರುವ ನಿಶ್ಚಯ ಮಾಡಿದ್ದ ಆತನು ತನ್ನ ಎಲ್ಲ ನಿಂಬೆಹಣ್ಣುಗಳ್ಳನ್ನು ಮಾರಲೆಂದು ಪ್ರತೀ ನಿಂಬೇಹಣ್ಣಿನ ಬೆಲೆಯನ್ನು ಕಡಿಮೆಗೊಳಿಸಿದ. ಕಡಿಮೆ ಬೆಲೆಯಾದಾಗ ಹೆಚ್ಚು ಪದಾರ್ಥಗಳನ್ನು ಕೊಳ್ಳಬಹುದೆಂಬ ನಿಯಮವನ್ನು ಈಗಾಗಲೆ ತಿಳಿದುಕೊಂಡಿದ್ದೇವೆ.

    ಈ ಮೇಲಿನ ಉದಾಹರಣೆಯನ್ನು ಅಧ್ಯಾಯನ ಮಾಡಿದಾಗ, ಬೇಡಿಕೆ ಮತ್ತು ಪೂರೈಕೆಯ ಹೊಸದೊಂದು ನಿಯಮ ನಮ್ಮ ಅರಿವಿಗೆ ಬರುತ್ತದೆ – ಬೇಡಿಕೆ ತಟಸ್ಥವಾಗಿದ್ದು, ಪೂರೈಕೆಯು ಹೆಚ್ಚುತ್ತಾಹೋದಲ್ಲಿ, ಇದರ ಸಮಾನಾಂತರ ಬೆಲೆಯು ಕುಸಿಯುವುದು.

  • Supply and Demand Discussion – 5

    Proceeding from the earlier blog where we showed that – if demand decreases with the supply remaining unchanged, then a lower equilibrium price is reached. We continue our analysis in this blog again with the use of lemons.
    Again for simplicity, we would take the same market example but tweak the assumptions as follows – The Vendor from the earlier experience of not having many customers for his lemons he decides to use a different strategy – get the lemon supply multiple times a day (each delivery is of 50 lemons), but would not to take stock back home. Market Closed at 5 pm.
    The lemon vendor began working through the day and had realized that customers moved in at a constant rate of around 20 people per hour. At around 2:30pm, he realized that 3pm he would have no lemons left, so he went ahead and got some more lemons and added it – expecting the demand to continue. But the delivery is always of 50 lemons, so there would be an excess of 10, he didn’t want to take these extra lemons home and hence as the time approached 4:30 pm he found 15 of them remaining. Since he didn’t want to carry it back home, he decided to reduce the price from Rs 3/- to Rs 2/- and expected that all lemons would be sold out!
    Analyzing the above situation, we realize that the demand was always constant – At the rate of 20 customers walking in per hour. What really changes was the supply – given the time frame, the vendor ordered a higher supply than needed – so to complete the sale, he had to sell off all the lemons at a lower price. This could be nicely summarized in the following rule – “If demand remains unchanged, and supply increases, it leads to a lower equilibrium price”

  • ಎಂಟ್ರಪ್ರೆನ್ಯೂರ್ ಇಂದ ಬೆಳೆದಿರುವ ವ್ಯವಹಾರದೆಡೆಗೆ

    ಎಂಟ್ರಪ್ರೆನ್ಯೂರ್ಶಿಪ್ಪಿನ ಯಾತ್ರೆಯು ಕಲ್ಪನೆಯುಂದ ಶುರುವಾಗಿ, ಬೆಳೆಯುತ್ತಾ ಮುಂದುವರೆದು ಸಫಲ ವ್ಯವಹಾರವಾಗಿ ಸ್ಥಾಪಿತವಾಗುತ್ತದೆ. ಇಂದಿನ ಅಂಕಣದಲ್ಲಿ, ಈ ಯಾತ್ರೆಯಲ್ಲಿ ಕಂಡುಬರುವ ವಿಶೇಷಗಳು ಮತ್ತು ವ್ಯತ್ಯಾಸಗಳನ್ನು ತಿಳಿಯಪಡಿಸಲು ಇಚ್ಛಿಸುತ್ತಿದ್ದೇನೆ. ಈ ಯಾತ್ರೆಯನ್ನು ಮೂರು ಭಾಗಗಳನ್ನಾಗಿ ವಿಭಾಗಿಸಬಹುದು.
    ೧. ಪ್ರಾರಂಭ
    ೨. ಚಿಗುರು ವ್ಯವಹಾರ
    ೩. ಬೆಳೆದ ವ್ಯವಹಾರ

    ಪ್ರಾರಂಭ: ಎಂಟ್ರಪ್ರೆನ್ಯೂರ್ಶಿಪ್ಪಿನ ಪ್ರಾರಂಭದಲ್ಲಿ ಎಂಟ್ರಪ್ರೆನ್ಯೂರ್ ಒಂದು ಕನಸಿನೊಂದಿಗಾಗುತ್ತದೆ. ಆತನಿಗೆ ಮಾರ್ಗದರ್ಶನ ನೀಡಲು ಯಾರೂ ಇರಲಾರರು, ಪದ್ಧತಿಗಳಿರುವುದಿಲ್ಲ. ಒಂದೇ ಸಮಯದಲ್ಲಿ ಹಲವಾರು ಕಾರ್ಯಗಳನ್ನು ಮಾಡುತ್ತಿರುತ್ತಾನೆ. ವ್ಯವಹಾರವು ಅತ್ಯಂತ ಮೃದುವಾಗಿದ್ದು, ಅದನ್ನು ಬೇಕಾದ ಹಾಗೆ ರೂಪಿಸಬಹುದು – ಕೇವಲ ಹೊಸ ಪದ್ಧತಿಗಳ ಮೂಲಕ ಮಾತ್ರವಲ್ಲ, ಸಾಧಿಸಬೇಕೆಂಬ ಧ್ಯೇಯ ಕೂಡ ಪರಿವರ್ತನೆಗೊಳಾಗಾಗಬಹುದು. ಹೆಚ್ಚಾಗಿ ಈ ಸ್ಥಿತಿಯಲ್ಲಿ ಇದೆಲ್ಲವೂ ಒಂದೇ ಮನುಷ್ಯನ ಕಾರ್ಯವಾಗಿರುತ್ತದೆ.

    ಚಿಗುರು ವ್ಯವಹಾರ: ಈ ಸ್ಥಿತಿಯಲ್ಲಿ ಎಂಟ್ರಪ್ರೆನ್ಯೂರ್ ನ ಒಟ್ಟಿಗೆ ಆತನ ತಂಡವು ಇರುತ್ತದೆ. ಆತನ ಧ್ಯೇಯವು ಮುಂದುವರೆದು ಆತನ ತಂಡದ ಸದಸ್ಯರಿಗೆಲ್ಲಾ ತಿಳಿಸುತ್ತಾನೆ. ಒಬ್ಬನೇ ಎಲ್ಲಾಕಾರ್ಯಗಳನ್ನು ಮಾಡುವುದನ್ನು ಕಡಿಮೆ ಮಾಡಿ ತನ್ನ ತಂಡದ ಸದಸ್ಯರಿಗೆಲ್ಲ ಕಾರ್ಯವಿಂಗಡನೆಯಿಂದ ಸಾಧಿಸುವ ಪ್ರಯತ್ನ ನಡೆಯುತ್ತದೆ. ಎಂಟ್ರಪ್ರೆನ್ಯೂರ್ ಒಟ್ಟಿಗೆ ಸಂಪರ್ಕ ಹೆಚ್ಚಿರುತ್ತದೆ. ಕಾರ್ಯದ ಧ್ಯೇಯ ನಿರ್ಧರಿತವಾಗಿದ್ದರೂ ಅದನ್ನು ಸಾಧಿಸಲು ಬೇಕಾಗುವ ಪದ್ಧತಿಯು ಪರಿವರ್ತನೆಯಾಗುತ್ತಲೇ ಇರುತ್ತದೆ. ಧ್ಯೇಯ ದೃಢವಾಗಿದ್ದು, ಪದ್ಧತಿಗಳು ಅದರ ಸುತ್ತ ಬೆಳೆಯುತ್ತವೆ. ಕಾರ್ಯಕರ್ಮಿಗಳಲ್ಲಿ ರಾಜಕೀಯ ಮನೋಭಾವ ನಿಧಾನವಾಗಿ ಬೇರೂರ ತೊಡಗುತ್ತದೆ.

    ಬೆಳೆದ ವ್ಯವಹಾರ: ವ್ಯವಹಾರ ಬೆಳೆದಿರಲು, ವ್ಯವಹಾರಕ್ಕೆ ಎಂಟ್ರಪ್ರೆನ್ಯೂರ್ ನ ಅವಶ್ಯಕತೆ ಕಡಿಮೆಯಾಗುತ್ತದೆ. ತಂಡವು ಅದರಷ್ಟಕ್ಕೆ ಬೆಳೆಯುತ್ತಾ ಹೋಗುವುದು. ತನ್ನದೆಯಾದ ಪದ್ಧತಿಗಳು, ನಿಯಮಗಳು, ರೂಪರೇಷೆಗಳನ್ನೆಲ್ಲಾ ಸೃಷ್ಟಿಸಿ ತನ್ನ ಧ್ಯೇಯದೆಡೆಗೆ ಒಯ್ಯುವರು. ಸರಳತೆಯು ಕಳೆದು ಅದರ ಬದಲಿಗೆ ಹೆಚ್ಚು ಕಠಿನ ಕ್ರಮಗಳು ಹೆಚ್ಚುತ್ತವೆ. ಕಾರ್ಯಕರ್ಮಿಗಳಲ್ಲಿ ರಾಜಕೀಯ ಮನೋಭಾವ ಹೆಚ್ಚಾಗುತ್ತದೆ.

    ಇಂತಹ ವಿಷಯಗಳನ್ನು ಅಧ್ಯಯನ ಮಾಡುವ ಪ್ರಬಂಧವನ್ನು – ಆರ್ಗನೈಶನ್ ಡೆವಲೆಪ್ಮೆಂಟ್ ಎನ್ನುತ್ತಾರೆ.

  • From Entrepreneurship to a Established Business

    A journey from entrepreneurship (the very first inspiration of starting off) to an established company involves a lot of transitions. I intend to summarize these differences in the blog. Put on a spectrum of growth stage, I could identify three distinct stages in this progression:
    • The pure start-up stage
    • The small group growth stage
    • The Established stage
    The Start-up Stage: I might not be aligning to the text books definition, but for the sake of distinction, I highlight this aspect separately. As Entrepreneurs begin setting up their ventures, the whole idea begins to manifest itself in his mind; he starts off on his journey. There is not process, to guide, no one to monitor. There is a lot of multi-tasking by the entrepreneur; he attempts all possible tact to attract business for himself. Though highly flexible on the ideas and their stratergization front, there is a limited flexibility in the number of operations that could be taken up. There is absolutely no scope for politics since there is only a single person in the show.
    The Growth Stage: As this single entrepreneur progresses with building a team, the locus of business shifts from the entrepreneur to this group, his first team members. The idea is communicated to this team, and delegation increases. Processes and Strategies for a smooth communication amongst the group begin to take shape. It is the group in motion and not the entrepreneur alone. The entrepreneur having delegated some of his task might begin focusing on the activity him /her finds most best done by him. The team is bound by a personal touch – the founder communicates with his team directly. As the team grew, it granted the organization higher operational flexibility and the strategies to achieve the ideas are discussed with group and hence flexible. Politics – the power battle begins to creep in, but there is no scope for explicit expression of such a feeling.
    Established company Stage: The venture creates a name for itself, the team size grows. The entrepreneur’s ideas are now in the product form in the market. Structure and systems have evolved based on the policies that were set up and evolved through the growth stage – hierarchies, communication processes, are all predefined. The top management would deal with the decision making and it’s through the process of communication that efficiencies are attempted. The founder would move away from the new recruits as various layers are added. As the size of the company increased the flexibility which was hall mark of the earlier two stages takes a beating and in fact is lost completely. Politics begin to play a heavier role.
    Management Study groups these growth related challenged into a study stream called- Organization Development

  • What if I fail?

    The concept of starting off excites people. An ideator gets excited with a thought and meets one of his friends, or a professional contact or a family member and shares the idea. In some cases both realize they can get something off the ground and move ahead quickly. It is the idea that occupies the mind of the founders, they don’t think too much ahead, they feel the idea is the most important thing in their life and get into action mode.

    They begin working on the idea; get into the design stage and then the development stage – the concept to their offering. They then begin looking out for people to buy this offering. They realize that there is something not right, the people are not paying for the offering.

    Very soon they realize that cash is not flowing in – one of the founders feels (s)he has wasted time with this venture and could have gotten a much higher deal with the work in the company (s)he had quit. There is a difference of opinion amongst the founders – they begin to have altercations. One of them quits and gets back to the normal life and the other tries continuing this idea further but soon looses steam and give up!

    Where did the idea go wrong?

    Was it the team, was it the cash flow, was it the expectation, was it not listening to the market, was it the opportunity cost, was it the greediness? – I shall deal with many such issues as we progress.

    Well at least some of these if not all are an answer to the reason why such a venture would have flopped! Well don’t worry, it but natural – remember not every seed sown grows into a plant or a tree. Some do some don’t. You at least have attempted to get the seed (the idea) into a plant (to an offering). It is important to have attempted and failed than to have not attempted at all. Keep the fires of entrepreneurship glowing. You need to try a bit before you are equipped for success.

    Go ahead – there is nothing perfect in this world, still attempt it.