This document discusses the importance of maintaining equilibrium among the components of implementation management. It identifies the three key components as policies, rules, and procedures. The author argues that a chronic defect occurs when there is disequilibrium between these components, causing policy decisions to fail in implementation. An example is provided of a company that was unable to implement a new medical leave policy for six months due to not establishing proper rules and procedures to accompany the policy. The author concludes that addressing disequilibrium among the implementation management components can help ensure policy decisions are successfully carried out.

1. International Reseach Journal,November,2010 ISSN-0975-3486 RNI: RAJBIL 2009/300097 VOL-I *ISSUE 14
81RESEARCH ANALYSIS AND EVALUATION
Research Paper—Commerce
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November, 2010
Introduction
Muchhasbeentalkedaboutimplementationofpolicy
decisions that have been successfully implemented
or not so implemented. The implementation
Managementasatopicisnotmuchdealtbyimperial
study in proportion to its importance. Many a times
in general administration and in general business
management many resolutions, decisions which
received admirable acceptance failed to deliver
because of the defects in implementations. Multiple
reasons including the lack of element luck gets the
contributoryreasonsfornonproperimplementations
of Resolution, Decisions and the Business policies.
While scientifically reasoning out the failure in
implementation Management of the Resolutions /
Decisions and Business policies the brain storming
and analytical efforts could emerge the major cause
of the failure of implementation management is the
lackofequilibriumofthecomponentsthatconstitute
the backbone of implementation Management.
ComponentsofImplementationManagement
TheComponentsofImplementationManagementis
evident from the given concept of Administration
Stool.
DISEQUILIBRIUM OF THE COMPONENTS IN
THEIMPLEMENTATION MANAGEMENT-
ACHRONIC DEFECT.
* Dr. Ramprakash n. Nair
A B S T R A C T
Many good policy decisions fail as its implementation process do not amply act complementary to the
policy decision. The equilibrium to be maintained among the components of ‘Implementation
Management’ to avoid the frustrating results in executing the policy decisions. The author advocates
thedisequilibriumbetweenthePolicies-Rules-Proceduresbecomethechronicdefectin‘Implementation
Management’ that tragically affect safe landing of policy decisions.
Rules
ImplementationManagement
The stable Administration/Management requires
three components which have to be balanced and an
Equilibrium have to be constantly and continuously
maintained.The first component Policies are largely
decided by the Board of Directors. The policies may
bewithreferencetoProduction,Marketing,Finance
and towards Human Resource Management. The
decisions and policies also become Business
Strategies which have to be practically grounded
with sensible practicability. The pronouncement of
the policies and the decisions were to be absolutely
in simple, clear, understandable language of
communication. The corporate decisions and
corporate policies normally speak about the
determination of implementing what is good to the
organizationandtothestakeholdersofthebusiness.
The second component of the implementation
management is inevitably the Rules that have to be
framedandeffectivelycommunicatedtofacilitatethe
implementation of the corporate policies / corporate
decisions. The rules have to be framed by keeping in
mind the different legislative provisions of the Land
so that it will not end up with frictions and attract
weakness and challenges. The framing and
communicationofrulesshouldbeofadequatequality
andsensethatitcancarryforwardtheimplementation
ofcorporatepolicies/decisions.Thethirdcomponent
is to set Procedure which shall stand as a supportive
factor for the safe landing of the corporate policies
andtherulesframedthereof. Theproceduresbecome
the practical side of implementing the policies and
rulesandthereforetheproceduresaretobemadefull
proofinamannerthatthereshallbenocomplications
*Asst. Prof.H.O.D. Commerce,R.K.Talreja College – Ulhasnagar-3, M.S &
Management Consultant – M/s. Psycho- Business Dynamics-Mumbai.
P
ol
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s
P
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R
ul
e
s
Implementation
Management

2. International Reseach Journal,November,2010 ISSN-0975-3486 RNI: RAJBIL 2009/300097 VOL-I *ISSUE 14
82 RESEARCH ANALYSIS AND EVALUATION
or weakness in the implementation on the decided
policies and rules.The three components Policy-
Rules- Procedure, shall have to go hand in hand with
equal acceptance and importance in the area of
ImplementationManagement.Disequilibriuminthese
componentscanbedeterenttothesystematicpractice
of‘ImplementationManagement’
CaseStudy
A Corporate Organisation took a policy decision in
its Board Meeting that the employees to be provided
with fully paid medical leave. The decision was
welcomed by the Managerial as well as non
Managerial staff of the Organisation. The policy
decision did not get into implementation for almost
six months. The frustration mounted among the
employees as the policy decision could not be
implemented. On review it was found that the
implementation Management requires the
commitment to the policy decision, framing of rules
andprocedureforimplementation.Thepolicydecision
was clearly pronounced and the commitment to
implement the same was found ample in Place. The
rules were framed by the Human Resource
Management Department stating the benefit will be
madeavailabletotheconfirmedEmployees,Maximum
10 day’s paid Medical leave to be granted in a Year
andMedicalCertificateshallberequiredtoavailthe
Medical leave. This bunch of rules completed the
second stage of ‘implementation Management’ and
it was communicated to the Employees. To have the
final implementation of the policy the third stage of
implementation i.e., the third component i.e., The
Procedureplayedavitalrole.Withoutformulationof
proceduretoavailthebenefit,thepolicyandtherule
shall be dormant. The corporate body set the
procedure by introducing the ‘Medical Leave
Application Form’ in a proper format that has to be
filled by the beneficiary and the format of ‘Medical
Certificate’ that to be sought and enclosed with the
Application.Therequirementofforwardingtheleave
application through proper channel was made the
partofproceduralrequirement.Whenthepolicy,rules
andprocedureallwerewellsettheimplementationof
the corporate policy became smooth and the benefit
to the employees became a reality.
ReviewandAnalysis
Wheneveracorporatepolicydecisionoranywelfare
administrative decision fails it essentially indicate
disequilibrium that exists in the components of
‘implementation Management’. Many policy
decisions remain on paper and many a times the
decisions and rules fail to deliver because of the
absence of properly formulated procedure to safe
land the policies/decisions.The audit of
‘Implementation Management’ should be a special
branch of Management in Practice so as to identify
and rectify the areas of disequilibrium in
implementation of policy decisions. This can have
way to having corrective steps before it is too late.
Conclusion
The disequilibrium of the components in
implementationManagementhasbecomeaChronic
Defect in realizing what is decided. This inducts
confusion and discomfort in General administration
andManagement.TheChronicDefectshouldreceive
urgent attention that can bring equilibrium among
the major components Policies- Rules- Procedure,
making them to act complimentary to each other for
the comfortability in governance.
Anil K Khandelwal, ‘Human Resource Development in Banks’, Oxford and IBH Publishing, New Delhi, 1988. Aswathappa
K, ‘Human Resource and Personnel Management’, Tata MacGraw Hill, New Delhi, 1995.Agnihotri V.K., ‘Skills for effective
Administrations’, Vikas Publishing House, New Delhi, 1995.Karnik V.G., ‘Personnel Management’, Jaico Publishing,
Mumbai, 1984.
R E F E R E N C E