IN a fast-changing business word, organisations have to make several strategic and operational changes, including mergers and acquisitions, technologies, downsizing, relocation, re-engineering, etc. In response to environments that are shifting rapidly, organisations are now required to initiate multiple changes simultaneously unlike the past when changes were made adopting a step-by-step approach.
Today, organisations have to manage talent, knowledge, technology and entirely a "different breed" of human beings. Thus, organisational challenges are different and unique in nature and their implementation to find practical solutions continue to be a daunting task for all.
This jumbo book by Prem Chadha, an eminent management thinker and consultant, packs the insight of the wisdom he has acquired through the experience and maturity of his distinguished career spanning 45 years. Discussing in detail the breakthrough ideas, the author has provided practical solutions to virtually every management challenge the new organisations of the 21st century face.
The book as a whole is divided into five parts. Each part deals with a specific challenge. The author has quoted extensively from a large number of renowned leaders in business and organisational thought, both of Indian and foreign origin, which makes the book an indispensable resource for the teachers and students of management, as also for the business community. The fact that annexures are allotted 70 pages and the next 30 pages are devoted to notes is a testimony to the research of the author, which makes the book a truly remarkable reference material.
The first chapter gives a clear picture to the reader to understand the changes going on now and what to expect in the future, and a vision for India in such a scenario. The second chapter highlights the importance of an organisation employing and retaining the best, brightest and most diversified people in order to innovate. The third chapter further explores the role of employers who have to manage the talent.
The second part discusses the concepts of managing organisations in a changed environment, including the glue of ethics, which can help organisations remain united. The third part deals with the central theme of the book and analyses issues related with human resources development, how the managers manage the managee affairs. Chadha prefers to use "she" to represent people rather than "he" and "managee" rather than subordinate, a fresh change from the established practices. The fourth part addresses the issue of power in organisations, emerging human resources and restructuring of HR functions, while the last part has been devoted to the core theme—the empowering organisation.
There is no doubt Prem
Chadha has been able to fulfil his commitment of "writing things
worth reading", as he claims in Preface, and has created literature
which can serve as a treasure of wealth related to creating and managing
organisations of the future. Since India has major stakes (the world’s
second largest centre for software development is in Bangalore where
more than 200,000 IT engineers are challenging the hegemony of the West)
in the 21st century economy, it’s industries and businessmen can draw
great benefits from the book.