importance of management in the work place?

Answer 1

Same as leadership in a country. You need a 'go to' person who coordinates the work, or it would be utter chaos.

Answer 2

Management in work place is very important for a sucessful manager. Be it , any person.
Basic thing for any work 1. Planning. ( How to plan the work ? ) 2. Organising ( Well structured patterned work) 3. Co-ordinating.( How well U can co ordinate with u r team, & others matters a lot) 4. Directing / Controling( U can not do all the job. How u give direction to sub ordinates and team members ) 5. Communication - Verbal & non-verbal ( Most important soft skill.) 6. Delegation ( If u can not get things done by others u r inefficient. ,) 7. Decision making ( People often think that this is top management job. No.. U have make certain decisions in u r work itself )

Answer 3

-KEEPING THE TECHNOLOGICAL PROCESS RULES CREATE A BEST TEAM OF WORK - KEEPING A SHORT TIME OF FINISHED PROJECT WITH LOW COSTS

Answer 4

will save time looking for documents

Answer 5

Management in the work place.

Among the butt-ends of charlatan, new economy management principles, knowledge management has not been relegated to the junkyard despite the depressed economy. Liberally bandied in recent times and backed by management gurus like Peter Drucker, the principle has fuelled the rapid ascension of a brand new management mantra - the knowledge enterprise and birthed a new management pedigree, the CKO or the CIO. Put 10 CKOs in a room, however, to discuss knowledge management and it is likely that one would get ten definitions of the concept, each radically different from the other. The prevailing confusion over the epistemological constituents of knowledge management has, however, not prevented the dead seriousness with which new economy organisations are examining and implementing the concept. Succintly knowledge management initiatives that were a systematic process of organising, distilling and disseminating information on the company's best practices in a way that improves employees comprehension in specific areas of interest.

The interest in knowledge management can be traced to the paradigmatic shift in the nature of the enterprise in the Nineties. Conventional organisational wisdom that claimed the primacy of capital assets in increasing productivity of organisations was overthrown and superceded by knowledge that trademarks, patents, company image and brands outweighed mere money or bricks and mortar. In 1995 Standard and Poor's 500 companies, which accounted for 70 per cent of all public ally traded US companies had fixed assets worth an estimated $1.2 trillion in 1995 while showing a market value of $4.6 trillion. In 1999 Paul Strussman author of Knowledge Capital promulgated an overhaul of accounting practices wherein training on employees was treated as an asset on the balance sheet rather than a one-time overhead expense. "The two hundred years of the dominance of financial capital in the corporate world is now history. The era of information and knowledge management has arrived. The information age is now a reality, because it can be planned, budgeted and controlled as a corporate input and not merely as a technology investment," he claimed. The premium on intellectual capital saw a rise in stock of knowledge management initiatives within companies.

The Nineties also fuelled the rise of mega-organisations with offices in multiple locations that posed its own challenges in terms of heterogeneous, unstructured and disparate knowledge clusters in various forms and locations. The need for centralised knowledge repositories were more urgent than before. Organisations like HP, for instance, had 110,000 employees in over 400 locations across the world in 1995 when it began to toy with knowledge management initiatives. Realising that it could not fit its 29,000 employees in multiple locations into a classroom, Ernst and Young instituted Leap - Learning Environment to Accelerate Performance to usher uniformity of practices and work culture across the organization. The Leap organisation has a lasting impact on the staff of 350 employees and its mission is to radically transform the way E&Y learns. In India, BFL Mphasis, with an employee strength of over 1,400 spread across three company sites and onsite locations has also implemented knowledge management systems to increase collaboration between employees and cut time to service customers. The benefits were immediate. Customer acquisition improved dramatically powered by reduced timeframes to respond to queries and Requests for Proposals (RFPs). What took Mphasis 15 days to respond to an average, nine months ago, now takes the company just five days, thanks to the 'knowledge repository'.

As an employee tool, knowledge management practices have a direct impact on employee productivity for problem solving, dynamic learning, strategic planning and decision-making "By centralising best practices and creating a repository of knowledge companies were able to utilise resources more efficiently, " Jerry Rao Vice President BFL Mphasis was quoted as saying. "More importantly, knowledge management systems ensure continuity within a company The availability of detailed case studies, white papers, support documents, discussion groups within organisations ensured new hired did not have to reinvent the wheel. A company that has achieved this with considerable success is Novell. Part of Novell's knowledge management activities for instance are supported by the online site support.novell.com. The mission statement of the developers channel: "Tap into a wealth of tools, information, and resources created specifically for developers - from special developer labs and information libraries to the Novell Developer Kit, special technical support options for developers, and much more." One of the reasons that have contributed to Infosys client acquisition is its decision to implement Purple Yogi's Data Management Software to organise and classify unstructured marketing documentation, such as reports, customer proposals, case studies and competitive research for its sales force.

Despite demonstrable benefits, In India knowledge management efforts best at best fledgling. Knowledge management is expected to grow at a CAGR of 75.6 per cent from Rs 27.7 crore in 2001-02 to Rs 152.7 crore by 2004-05." Ironically, while IT majors companies are hawking knowledge management solutions in the global marketplace they have ignored implementation of knowledge management systems within the organisation. With the exception of a few IT majors, most IT organisations have not wizened to the tremendous potential of knowledge management. Managing Director Delmia Solutions, "Knowledge management needs in India are very segment specific. The need for knowledge management is greater in the vertical segment. We are in the business of project management lifecycle solutions where organizations by default require knowledge management initiatives. The objective of knowledge management tools is to ensure that intellectual property rights are protected in a structured manner".

Most Indian IT organisations are yet to implement knowledge management as an employee empowerment tool that gives them immediate access to central repository of company specific information". Says Selvam George Director HR Birla 3M technologies, "Knowledge management systems in India are at a nascent stage. "IT companies are implementing knowledge management systems piecemeal and restricting it to segments that have a short-term influence on business. But knowledge management is a broader term, inclusive of processes such as value creation, leadership skills etc. The benefits of capturing this knowledge are intangible. Hence, most employers are disinterested. In the manufacturing industry, a great deal of knowledge of processes were lost till ISO certification was introduced. With IT companies now chasing SEICMM standards, organisations will be forced to move towards capturing and disseminating existing knowledge within the company. The external pressure will speed knowledge management activities." Perhaps an optimistic sign is that IT training majors like Aptech, International, Deldot among many others have begun offering courses in knowledge/documentation management!

However, the problem in India, an HR manager admits on the condition of anonymity is the lack of a knowledge sharing culture in Indian companies. "The IT industry is knowledge intensive and very competitive. Employees are obviously reluctant to share what they know as it is know-how that gives them an edge. Unless knowledge sharing is incentivised it will not succeed given the mindset of a software engineer" There are other stumbling blocks too. "Most companies have informal knowledge sharing channels in the forms of regular training sessions, discussion forum, e-mail groups, regular team meetings. But organisations by and large are so geared towards meeting immediate goals and ensuring client satisfaction that they usually do not possess the time to channelise these knowledge efforts into a continuous, formal initiative" purports Priti Pandit, HR member at Alopa Networks.

Counters R Srinivas working in a leading telecom company Indian IT organisations are stingy about investing on employees, except in areas that have an immediate short-term benefit. "With the downturn, even training courses for employees have been cut, knowledge management is dispensable. Most companies have started candy floss intranets where discussion levels are restricted, banal and low. The same technology could be used for serious knowledge management efforts within the enterprise." While employee face a near- term disability on account of centralised repositories of company specific information, in the long-term the, the loser is the organisation. Over a period of time, employees gain company specific information and expertise through informal organisational channels and bring their own perspective to problem solving. The refusal to capture and disseminate this experience works against the very grain of information and technology that companies claim to produce.