Strategic handling to changes in Small Manufacturing Organizations in India

Ganesh Narasimhan

Abstract


Strategic planning in small organizations is significantly different from large organizations. The process is informal in nature, as in most of the cases, the entrepreneurs are the sole strategic decision-makers. They manage the day-to-day operations and perform multiple tasks, chalking out a growth plan. The core necessity of strategic leadership is to view the market and opportunities. By design, small manufacturing organizations have the advantage of flexible economies of scale which the large-scale industries cannot create. There are many areas in which small organizations in India can take the role of an outsourced agent and provide support to large-scale industries. Small organizations have developed competence to work on uncertain conditions, largely to meet the demand fluctuations of their customers. While maintaining this skill, they should gradually create market focus. This can further enhance their capability and preparedness to deal with changes in the growing competitive market in India.


Full Text: PDF

Creative Commons License
This work is licensed under a Creative Commons Attribution 3.0 License.

International Journal of Business and Management   ISSN 1833-3850 (Print)   ISSN 1833-8119 (Online)

Copyright © Canadian Center of Science and Education

To make sure that you can receive messages from us, please add the 'ccsenet.org' domain to your e-mail 'safe list'. If you do not receive e-mail in your 'inbox', check your 'bulk mail' or 'junk mail' folders.