THIS IS THE SMALL STORY OF MANAGEMENT AT WIPRO
At the time when India had a total of 250 computers, a young team leader leads the team which passionately in the growth of the indigenous IT industry. That the vision in 1976, born of Delhi, ‘barasaati’, has resulted in three decades later in creating a US$ 3.5 billion global enterprise. Wipro is today leader of the IT industry, employing 41000 professionals and having a global presence in 16 countries spanning locations in the US, Europe, Japan, ASEAN, and Pacific Rim. Wipro’s business today spans IT hardware manufacturing and distribution, system integration, technology and software services, business sourcing outsourcing, and infrastructure management. Wipro enterprises are a leader in global technology and IT services.
The basic plan of developing an indigenous microcomputer bore fruit in 1978 at the same time as Apple three years before IBM. This was considered by many industry observers because of the birth of the Indian industry. Under the able direction of its founding fathers its commenced global operations in the US in 1988 someone whose risk-taking ability is legendary and he has often made daring forays based on the conviction of the future. At the time when hardware was the name of the game, he foresaw the huge potential in the area of IT education and learning from which NIIT was born. Yet again when software development was still in the nascent stages, he took the lead and today Wipro is a force to reckon with in the global markets. The organization structure of Wipro enterprises consists of two listed companies in India – Wipro Technologies and Wipro Info-systems.
Chairman and CEO, attributes the success of the group to its management team and their entrepreneurial spirits, which together have enabled it to handle rapid changes in environment and technologies and to transform threats into opportunities. Fundamental
to the strategy has been the event of the latest paradigms for the
unprecedented situations into which the group ventures. These include guidelines for organizations, reconstructing, market creation, technology leveraging, and business up-scaling. Like any other business enterprise, profits are important for the survival growth of Wipro as an enterprise.
At Wipro, the management believes that a satisfied employee creates a satisfied customer, who in turn creates profits that leads to satisfied shareholders.
Wipro has a strong social responsibility. It has set up educational institutions in the field of management, engineering, and computer educations, in which one-third of the students are girls.
According to Mr. Shiv, the future belongs to the global enterprise which is able to transform into the challenges of the global economy.
Management is important for all organizations regardless of its size, nature, and functions. The concept of management is not restricted to the business organization but the even-non business organization needs to manage its functions. Management is the pervasive and universally accepted function.
Organizations cannot work smoothly and efficiently without management.
Management is vital for all types of organizations i.e., the business also as non-business and once we mention management it includes a series of activities performed by managers by working at different levels.
Now let’s take an example for better understanding:
Aashi is a branch director of Fabmart, an association that is advancing the deals of Indian handloom and workmanship items while giving impartial work to conventional craftsmen. Fabmart sources its products from over 7500 craft persons and artisans across the India. Planning the products may be a difficult task that’s done by a team of selling and style experts to make sure that whatever is produced is consistent with market demand. These plans are then communicated by Aashi to the rural artisans who actually implement them.
Farmart is the private limited company with several branches all over the country. It has complex association structure in which genuine creation is in the possession of a few talented craftsmen and showcasing is finished by staff at branches, for example, the one oversaw by Aashi. This implies continually giving guidance and inspiration to her representatives. She also has to ensure that production is carried out according to plans in order to ensure regular basis.
A typical day in Aashi’s life consists of a series of interrelated and continuous functions. She has to plan a special festive collection for Diwali and Christmas. This means organizing more funds and recruiting more employees. She also has got to regularly communicate together with her suppliers to make sure that deadlines regarding delivery of products are met. In the course of the day, she meets customers for general feedback and any suggestions that they will have.
Aashi is the manager of Fabmart. So, is Nusli Wadia of Bombay Dyeing, Gates of Microsoft, Shiv Nadar of HCL ENTERPRISES, Indra Nooyi of Pepsico and therefore the Principal of your school? They all managed organizations. Schools, hospitals, shops, large and corporation are all organizations with deserve goals that are aimed at achieving something. No matter what the organization is or what its goals might be they are all have something in common- managers and management.
You have observed that Aashi’s work as a manager consists of a series of different-different activities or functions aimed at achieving the goals of organization. These are interconnected or interdependent functions are the part of management. Successful organizations don’t achieve their goals by chance but by following a deliberate process called ‘management’.
Management is the essential for all organization big or small, profit or non-profit, services and manufacturing. Management is important in order that individuals make their best contribution towards group objectives.
Basically, management consists of a series of interrelated functions that are performed by all managers. The CEO of Wipro performs all these functions and so does Aashi at Fabmart. Later on in this theory you will understand that although both of them are managers, they functions at different levels in the organization. The time spend by the managers in different functions however is different. Managers at the top level spend more time in planning and organizing than the managers at the lower levels of management.