Organisational Knowledge

In addition to job knowledge, managers should also possess knowledge of various jobs,
products, markets, finances creditors of the organisation, etc. The techniques of imparting
organisational knowledge are job rotation and multiple management.
a. Job rotation: The transferring of executives from job to job and from department to department in a systematic manner is called job rotation. The idea behind this is to give them the required diversified skills and a broader outlook, which are very important at upper management levels. The management should provide a variety of job experiences for those judged to have the potential for higher ranks before they are promoted. Job rotation increases the inter-departmental cooperation and reduces the monotony of the work.
b. Multiple management: Multiple management is a system in which permanent advisory committees of managers study problems of the company and make recommendations to higher management. It is also called a Junior-board of executives. These committees discuss the actual problems and different alternative solutions after which the decisions are taken. Multiple management technique offers several advantages: it helps board members to gain first hand experience in various important aspects of business; it becomes easy to spot people with talent; juniors get a chance to improve their problem solving skills; and more importantly it is an inexpensive way of training a good number of executives to do things on their own
and develop fast.
General Knowledge
In addition to job knowledge and organisational knowledge, managers should possess general knowledge, as the external environment interacts with and influences the business. The general knowledge includes the knowledge about the economic conditions of the country and the world in general, in respect of major areas such as prices, GNP per capita income, various other industries, other sectors of the economy, political conditions, social factors, etc. General knowledge can be acquired through special courses, special meetings and specific readings.
i. Special courses: Special courses – like the workshops or executive development
programmes organised by the institutes, universities and colleges – help the trainees
to acquire general knowledge.
ii. Special meetings: Special meetings organised in Consumers’ Forums, Voluntary
Organisations, etc., help the trainees develop their general knowledge.
iii. Specific readings: Specific articles published by various journals, specific portions
of important books are provided to the trainees to improve their general knowledge.
Specific Individual Needs
Some trainees may be weak in some areas. Such trainees are provided with special facilities for development. These facilities include special projects and committee assignments.
i. Special projects: In this method, a trainee is put on a project closely related to the objectives of his department. For example, a new recruit in a property evaluation
firm may be asked to do a small project reviewing the prospects of selling commercial space in satellite townships (like Gurgaon, Rohtak and Ghaziabad) near Delhi. The project will give a first hand experience of the problems and prospects in space selling to the new recruit.
ii. Committee assignment: In this method, an ad hoc committee is appointed to discuss, evaluate and offer suggestions relating to an important aspect of business.
For example, a group of experts may be asked to look into the feasibility of developing Developing Managers a Software Technology Park in an upcoming area by the Delhi Development.

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