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Management Roots

Nepal is not poor, but unfortunately Nepal lacks good managers: simply say this country is not poor, it is poorly managed! Managers here need to manage knowledge and skills, give priority to human resource so that it can be utilized properly. Sadly today, highly knowledgeable and skilled people as well as their potential are not utilized, to the detriment of not them or the companies but the nation as a whole, not only GDP. 
In our country, there is enough number of expert people who have retired from certain high level jobs. Is government taking any responsibility to mobilize their skills in the concerned fields? Experts people are not utilized properly again to the detriment of all including themselves. If such peoples' knowledge and expertise could be utilized properly, then may be certain changes is be possible of the paramount nature. 
In terms of management, private sector is increasing and progressing day by day learning from its shortcomings, but what about government sector? 
Long time ago
November 19, 1909, Vienna, Austria, Peter Drucker was born and in his lifetime he created the foundation of management in the developed world. No wonder he is described as “the founder of modern management”, “the father of scientific management” or simply “the father of management”. 
What is appalling is that even after the man passed away in 2005 at the age of 96 years after an exhaustive career as a professor, consultant, speaker, thinker and the author of 39 books and countless essays on business management, leadership, people and performance, innovation, change, and competition. In Nepal we are still unfamiliar with his teachings which are the bedrock of any course in management. 
Some quotes from the legendary man

  • “Employees are assets, not liabilities”: Many managers are learning this after decades of treating employees like apples and oranges that are easily disposable and replaceable.
  • “So much of what we call management consists of making it difficult for people to work”: Messy procedures to get approvals where they are redundant is a common place in the various organizations here.
  • “What gets measured gets improved”: May be it is because Nepal was never a melting pot for scientists let alone a single Nobel Laureate, measurement as a concept seems to evade even engineers and doctors. What to speak of the poor commerce student who becomes a manager.
  • “There is nothing quite useless as doing with great efficiency something that should not be done at all”: This heralds the concept of re-engineering and workflow management.  Again these concepts are alien to Nepali managers in practice. Imagine the chief secretary saying, “Let’s re-engineer the internal revenue department?”
  • “The three most charismatic leaders in this century inflicted more suffering on the human race than almost any trio in history: Hitler, Stalin, and Mao. What matters is not the leader’s charisma. What matters is the leader’s mission”: Nepal has seen its fair share of this fallacy. Not only in politics but in private companies. Charismatic entrepreneurs attract billions of rupees and thousands of investors, but at the end falter because the mission of the endeavor was not clear. 
  • “The best way to predict your future is to create it”: Steve Jobs used that concept the extreme with ipod, iphone, and ipad. Nepali entrepreneurs either do not have the vision needed or the capital needed to follow this maxim.
  • “If you want something new, you have to stop doing something old”: Shiva Khera’s quote of winner do not do different things, they do the same thing differently is similar to this quote. Nepali managers did not have to be frustrated over poor results; they just need to do things in a new way or different way.
“The greatest management thinker of the last century” said Jack Welch of Peter Drucker. Jack Welch himself is one of the world's most respected and celebrated CEOs, known for his unmatched track record of success, enormous love of people, fierce passion for winning, and unbridled desire to change the world for the better using his unique management practices.
May be it is a time Nepali managers should start reading Drucker.

Authors: Mohan Ojha & Manohar Man Shrestha