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Strategic Leadership in SSI Majumdar, Satyajit.

By: Majumdar, Satyajit

Material type: Article

ArticlePublisher: 2005Subject(s): Ssis | Small Scale Industries | Strategic Leadership | Leadership | Strategic Management | Strategic Management And Entrepreneurshi | Entrepreneurshipip Research | Sixth Biennial Conference On Advances An | Biennial Conference Papers In: Sixth Biennial Conference on Advances and Trends in Entrepre ResearchSummary: The SSI sector especially in manufacturing segment is under severe pressure in the present liberalised business environment. As per the latest Census Report on SSI in India majority of SSI are proprietary firms. The owner -managers of these firms are solely responsible for planning strategies as well as managing the day today operations. Strategy planning in a typical SSI is significantly different from the large organisations. The very design of small business model is based on agility and cost benefits, the burning issues of large organisations. The paper concludes that the strategic processes in SSI take short term view of the market and the customers. On the other hand the SSI 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 focus market and the industry trends. This would further enhance their capability and preparedness to deal with changes.

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Articles	Ahmedabad (HO)	(Browse shelf)	Vol. , Issue.	Available		019718

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The SSI sector especially in manufacturing segment is under severe pressure in the present liberalised business environment. As per the latest Census Report on SSI in India majority of SSI are proprietary firms. The owner -managers of these firms are solely responsible for planning strategies as well as managing the day today operations. Strategy planning in a typical SSI is significantly different from the large organisations. The very design of small business model is based on agility and cost benefits, the burning issues of large organisations. The paper concludes that the strategic processes in SSI take short term view of the market and the customers. On the other hand the SSI 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 focus market and the industry trends. This would further enhance their capability and preparedness to deal with changes.

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