 |
| Family |
|
 | Main Page |
|
| Cascading |
|
| Voltface |
|
| CampusBuzz |
|
| Limelight |
|
| URL |
|
| Brainwave |
|
| Insight |
|
| Technova |
|
| Perspective |
|
| X'Pressions |
|
|
|
|
|
|
|
|
|
| IIITA's e-Magazine |
|
 Oct-Dec 2007 Vol 4 Issue 15 |
|
|
|
| Brainwave |
|
|
|
| PREREQUISITES OF EMPLOYEE ASSURANCE |
|
by Dr Madhvendra Misra, Lecturer IIIT-Allahabad
& Ms. Vijayshri Tiwari, Lecturer
IIIT-Allahabad |
Economy needs entrepreneurs similarly the organisations dearly need “intraprenuers”, people who are welling to take initiatives and appreciate the idea of living adventurous life in the corporate jungle. Where the treacherous and demanding dynamics of competitions and internal corporate past time of power and politics find no place in their preoccupied thought process. The approach towards assurance by no means is promoting compliancy but seeks a degree of immunity for the comrades thinking, reasoning and working at times also differing with their bosses on issue of organisational relevance. |
The organizations should try to provide a cushion and support to individual and groups of employees willing to take initiatives, through a mechanism of help group mentorship if needed. The focus should be to develop trust of employees in the organizational intend and their ability in actually either maximizing the strength of the other. The above can be visualized through a representation of 'Should Be' approach inclined towards the objective outcome of trust, belongingness, terminating into self-motivation, commitment and initiative. To explain |
Business organization = f {Resources, Purpose, Measures} |
Where: External environment (a) is considered to be constant for a subjected set of initiative as planned |
In the proceeding of aligning, resources, purpose and measures for a static system, the input output model provides scope of further definition of micro detailed to higher level |
 |
The content and configuration of the input component is pre-designated and as well the expected output is also standardized, the points of initiation and termination are representing a near static behaviour, which in based on a dynamic "process and processor system". The onus of the standardized output through the predefined set of inputs largely lies on the harmony the processor and process, which are developed with existing shortcomings at the input and purpose level. These reflective capabilities of the processor & process to act as a leverage agent are significantly associated to the role of the leader and employees to develop mechanism to overcome limiting thresholds of resources and organizational statement. |
To enable this phenomenon the internal environment of any orgnisation should nurture |
• Kinship
• Trust
• Human Values
• Flat communicates Model
• Absolute Delegation
• Organic Organizational Structure
• Corporate Philanthropy
|
In an approach to appreciate the mentioned set of process and the phenomenon the viewpoint of the organisation leadership is crucial. Which in effect can mobilise such a system to generate effective and desired outcome by help of variables of basically qualitative nature. |
|
|
|