Companies which have grown over the years in terms of value, volume, and increased product portfolio and geographically would have valued the importance of training their employees including those in leadership positions. Training has been found to leverage skills across employees and deliver performances in a uniform manner. Such instances can be seen in Banking, airlines, hospital, etc. sectors where the organizations must face clients in various ways daily and using their employees. These executive-client interactions cannot be creative but needs to be systematic and the same across all places for similar experiences by clients for the same problem solved by the organization. Great emphasis is placed by companies on training their loyal and committed personnel and leaders to ensure future growth and for them to manage bigger divisions and the company itself in future. The training and a promise of future increased responsibility and rewards always motivate the employees.
Corporates that yearns for success follow a thinking process and keep changing and innovating. Certain companies have realized that to achieve step C they must do step A and also step B – which means success and great growth cannot be achieved by a company unless it adapts all the excellent and coordinating processes that help it to function like a mean machine. High growth companies always need leaders who should be ready to take on greater responsibility and higher leadership roles. The fact that leaders are ready for a change in the way they function means they ready to adapt and hence will accept innovation in the workplace and assimilate the products and processes that are innovated in the marketplace useful for company’s success. Higher end technologies are not easy to replace often and so a judicious approach is taken by leaders of companies before they change anything in the company.
Among the companies that featured in the fortune 500 over a decade very few companies are still seen in the list. There is one company though that makes products which are sold with a warning. Imagine a company making the same product over a century and the only method they must showcase the same product differently is in its packing. Unlike this company many others are in differing states of innovation and gearing up to be competitively relevant and surviving. If engineering can be considered as a disruptive process to change the management paradigms, then IT is also another sector that has caused enormous changes and is still causing changes in the corporate world. It is evident as we see companies in the top 10 or 50 or 100 in any category/ industry/country the companies that do well are those that innovate, disrupt and create new paradigms keeping high quality standards in the products, processes, packaging and promotion. Whether it is a public sector enterprise or a private enterprise it just means that those companies with high intra and inter organizational skills and leaning towards progress through innovation and development have higher success rates.
Corporates that yearns for fulfillment follow a thinking method and keep dynamically innovating. Growth cannot be achieved by an organization unless it adapts all the coordinative processes that facilitate it to operate as a mean machine. High growth firms continually would like leaders who ought to be able to strive with larger responsibility and better leadership roles. The very fact that leaders are prepared for an amendment within the means they operate suggests that they able to adapt and therefore can settle for innovation within the workplace and assimilate the goods and processes that are innovated within the marketplace helpful for company’s success. For e.g. it’s understood that Microsoft windows unharnessed new versions of its package virtually every year and firms adopt the new versions hoping it’ll facilitate its activities. Whereas the price of package is also little higher. Technologies aren’t simple to interchange typically so a considered approach is taken by leaders of firms before they alter something within the company.
To sum up, if organizations must compete effectively in the knowledge economy, it is essential to develop organizational capabilities involving systems, procedures, technology, culture and leadership. Leadership plays a crucial role in creating, developing, and managing the organizational capabilities by creating effective teams within a diverse workforce; tap talent throughout the organization by recruiting, retaining, and developing people at all levels; build and integrate cultures as mergers and acquisitions become common; use IT to enable and integrate knowledge management processes; develop rewards and recognition systems for employee commitment toward organizational vision. Finally, the ability to of human resources to manage the attributes of knowledge management will differentiate good and great organizations and in turn its long-term success and sustainability. Companies with a long history of success, profits and high growth owe their success in many ways to team qualities. Some of them are cohesiveness, commitment, work sharing, individual and group growth, skilling up and undertaking more work and responsibilities. For companies that thrive on motivation and leaders’ pronouncement as gospel for doing things in completion always will try to tread the path of transactional leadership doctrine. Companies know at the lowest unit level it is the executive and his supervisor who can make or break the overall success of the company. The transactional process of leadership involves in either a temporary or medium-term promise of reward and compensation that always catches the employee’s attention. The leaders or team head or supervisor apart from communicating the management objectives has also has to talk and motivate the employees for the rights actions and efforts all the time. The consequences of a bad or ill-time communication always have been disastrous. While the leadership skills in communication are always tested, it is tested more when the company is challenged to increase sales /production against agreed norms and targets. The employee (s) who then achieve the targets either in commitment or motivation or both as many studies are carried out, concludes and identifies the basis of motivation, commitment etc. among employees.
