Business Challenges & Solutions
Our Business solutions
Ascend understands well that the only way to succeed must be with highly personalized and integrated inputs. Our institute offers generic, customized, tailored in-house courses to ensure maximum output from the training you need; customized training allows your organization the flexibility in relation to content, structure and length of each course. Our solutions set are based on an in-depth knowledge of the processes that drive your business forward into action, which allows top management immediate access to key information to help them perform better and more effectively. Our business training solutions are guaranteed to streamline and integrate your processes according to what your industry needs.
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Your Business Challenges
Each organization is unique in their culture and goals in facing challenges. At Ascend we take this into consideration. A dedicated and experienced expert works as your coach in delivering an on hand experience program designed to best meet your needs.
More on: check the below Articles 1 & 2 for further information about today's challenges.
Three Old Assumptions for the Discipline of Management
Excerpted from the book "Management Challenges in the 21st century"
1. Management is Business Management
2. There is - or there must be - ONE right organization structure.
3. There is - or there must be - ONE right way to manage people.
Four Old Assumptions for the Practice of Management
4. Technologies, markets and end-users are given.
5. Management's scope is legally defined.
6. Management is internally focused.
7. The economy as defined by national boundaries is the "ecology" of enterprise and management.
According to Drucker, six out of seven assumptions (2, 3, 4, 5, 6, and 7) were close enough to reality to be useful until the early 1980s. However, all are now hopelessly outdated - "they are now so far removed from actual reality that they are becoming obstacles to the Theory and even more serious obstacles to the Practice of Management. Indeed, reality is fast becoming the very opposite of what these assumptions claim it to be."
The Eight New Management Assumptions
1. Management is NOT only for profit-making businesses. Management is the specific and distinguishing organ of any and all organizations.
2. There is NOT only one right organization. The right organization is the organization that fits the task.
3. There is NOT one right way to manage people. One does not "manage" people. The task is to lead people. And the goal is to make productive the specific strengths and knowledge of each individual.
4. Technologies and End-Users are NOT fixed and given. Increasingly, neither technology nor end-use is a foundation of management policy. They are limitations. The foundations have to be customer values and customer decisions on the distribution of their disposable income. It is with those that management policy and management strategy increasingly will have to start.
5. Management's scope is NOT only legally defined. The new assumption on which management, both as a discipline and as a practice, will increasingly have to base itself is that the scope of management is not legal. It has to be operational. It has to embrace the entire process. It has to be focused on results and performance across the entire economic chain.
6. Management's scope is NOT only politically defined. National boundaries are important primarily as restraints. The practice of management - and by no means for business only - will increasingly have to be defined operationally rather than politically.
7. The Inside is NOT the only Management domain. The results of any institution exist ONLY on the outside. Management exits for the sake of the institution's results. It has to start with the intended results and organize the resources of the institution to attain these results. It is the organ that renders the institution, whether business, church, university, hospital or a battered woman's shelter, capable of producing results outside of it-self.
8. Management's concern and management's responsibility are everything that affects the performance of the institution and its results - whether inside or outside, whether under the institution's control or totally beyond it.
Article 2: The reasons for manager's failure as defined in the Wall Street Business Journal.