– Durga Chudal
Nepalese Businesses are addressed as a key aspect for the development of Nepalese economy. Vigorous presence of business organization in Nepal is playing pivotal role for the growth in Nepalese living standard. Business introduces, grows and dies cyclically in the environment. Every stage of Nepali business faces different types of threat and opportunities from the Nepalese business environment. Affecting rate of these variables may be different for the different stages to the Nepalese business organization. The threat in Nepalese business force to obtain new ideas and resources to fulfill the requirement of Nepalese society. In this world nothing is permanent just change is permanent. The impact of a changing climate threatens economic growth and disproportionately affects the poor, who are often on the front lines of climate change, living in vulnerable areas and equipped with the fewest resources to adapt to changing conditions in Nepal.
Natural disasters, resource constraints and new patterns of development require Nepali business to focus on the improvement of existing resources through strategy for the resilient and sustainable. Private sectors in Nepal are the driver of economic growth in Nepal; the private sector is now responsible for the resources flowing to Nepal. On the other hand government and donors alike need to draw on past lessons and consider more commercial approaches to how development assistance can support infrastructure needs, including ways of engaging the private sector in building, maintaining and operating sustainable and resilient infrastructure assets. Healthy, growing economies of tomorrow rely on climate smart investments today.
Business organizations in Nepal have to accept many constraints, challenges and crises, these constraints provide readiness to change and with competitive advantages for surviving in the global competitive market. Sometimes, it occurs as crises in Nepalese business environment, but it happens for better to the future prospects in Nepalese business organization. Global trend shows that giant encounters can provide long term solution itself converting from previous weaknesses into strengths for the better future.
Business organizations in Nepal are vulnerable to an array of crises. While each one poses a different type of threat, and there is no “one way” to manage a crisis, it helps to understand what differentiates a crisis situation from an unfortunate or unpleasant business challenge. Crisis in Nepalese business can take place with various phases depicting a typical business crisis. These phases provide some insight into effective leadership practices during times of crisis in Nepalese business organizations, signal detection; while these are less evident in many sudden crisis situations, smoldering crises nearly always leave a trail of red flags or warning signals that something is wrong. Prevention stage; this suggests that with proper planning and preparation, firms can avoid many crisis situations. However, the goal for managers is to prevent all crises, which would be impossible. But with some realistic planning and expectations, they will be better positioned to prevent some crises and better able to manage those that are unavoidable.
Containment control stage; people associate these activities with crisis management. Clearly, this is an important step toward business recovery, and the goal of this phase is to limit the reputational, financial and other threats to firm survival. Effective managers of damage control and containment are those who execute a strategy that ends the crisis. Ending a crisis, however, is not the same as leading a firm through a crisis with the vision of being a better organization as a result. Business recovery stage; one of the ultimate goals of any crisis situation is to get back to “business as usual.”
Executives can reassure stakeholders that, despite the disruption, business affairs are operating smoothly or will be returning to normal soon. In this stage, what differentiates crisis managers from crisis leaders is the ability to consider both short- and long-term recovery efforts and to think beyond the business as usual paradigm to a business a new paradigm. Gaining and learning phase; organizational gaining is the process of acquiring, interpreting, acting on and disseminating new information throughout the recovered firm. When it comes to managing crisis situations, however, firm leadership generally adopts a reactive and defensive posture that prevents learning. The learning stage would be enhanced by an explicit attempt by firm leadership to understand the underlying organizational factors contributing to the crisis and then leveraging this insight to facilitate fundamental change in firm systems and procedures.
The challenge for Nepalese business leaders and managers is to create a new, more expansive mindset where they will be forced to make decisions that reduce the likelihood that crises will emerge. In addition, the expanded corporate mindset competency may provide clues as to how best to lead a firm out of a crisis. Business leaders in Nepal must continually challenge themselves to consider the possibility not only that undesirable situations occur in their organizations, but also that they can play a role in creating good business environment in Nepal.
(Mr. chudal is Senior Sales manager of Maruti Cement Limited)