Dr Mri­tyun­jay Athreya has been a founder and pi­o­neer of the In­dian Man­age­ment move­ment. He chose this life mis­sion early, as a prime need of post-In­de­pen­dence In­dia, for rapid eco­nomic and so­cial growth. In recog­ni­tion of his con­tri­bu­tion to man­age­ment, t

The Smart Manager - - Front Page - DR MRI­TYUN­JAY ATHREYA

on the need to ‘op­ti­mize’ be­tween mul­ti­ple ob­jec­tives.

You have strad­dled the man­age­ment world across con­ti­nents and have gath­ered in­sights into its var­i­ous facets. How strong is cul­ture vis-a-vis an or­ga­ni­za­tion’s well-be­ing?

Cul­ture is the, rel­a­tively, most im­por­tant of the three fac­tors that are needed for the ef­fec­tive­ness of an or­ga­ni­za­tion, in­clud­ing its well-be­ing. The other two fac­tors are or­ga­ni­za­tional struc­ture and or­ga­ni­za­tional pro­cesses. In the early decades of man­age­ment ed­u­ca­tion, train­ing and con­sult­ing, the fo­cus was al­most ex­clu­sively on ‘struc­ture’. It was a mech­a­nis­tic con­cept, typ­i­fied by an hi­er­ar­chi­cal chart. Un­sat­is­fac­tory ex­pe­ri­ences such as low pro­duc­tiv­ity, poor qual­ity, ab­sen­teeism, and low en­gage­ment of work­ers on the one hand, and re­search by be­havioural sci­en­tists, on the other hand, brought out

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