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8/2/2019 OT Possibilities and Challenges
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8/2/2019 OT Possibilities and Challenges
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What is an Organization?
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Human Body as an Organization
Workmen
Supervisors
Managers
Director
http://www.innerbody.com/image/skelfov.html8/2/2019 OT Possibilities and Challenges
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What is Transformation?
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Transformation
Caterpillar to ButterflyTrans form = change formlike from caterpillar to butterfly
Change in many dimensions
Achieve breakthrough results
2X / 10X
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Human Body as an Organization
Exposed Workmen, half cabin toSupervisors, Fully enclosed but non ACcabin to Managers and AC cabin to
Director All are self managed no need to wake uporgans after you get up!
All work in close coordination. Ideal teamwork
No delays, no errors, no wastage and noaccidents
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Success Stories
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http://www.google.co.in/imgres?imgurl=http://2.bp.blogspot.com/_oVS59KzlUos/Sn7pa9pGpjI/AAAAAAAAAUM/5LdDn9J9ULA/s400/LG%2BViewty%2BGC900%2Bfor%2BIndia%2Band%2BLG%2BGD910%2BWatch%2BPhone.gif&imgrefurl=http://mobilephonesandtechnologies.blogspot.com/2009/08/lg-viewty-gc900-for-india-and-lg-gd910.html&usg=__2LLlLG_F7Mecj6lV6r5fh7sbQ_E=&h=305&w=400&sz=157&hl=en&start=39&zoom=1&tbnid=SrZDzdPGibxSAM:&tbnh=95&tbnw=124&ei=Qb-0TpmCIMPVrQeZ5uHKAw&prev=/search%3Fq%3Dlg%2Bindia%26start%3D20%26um%3D1%26hl%3Den%26sa%3DN%26gbv%3D2%26tbm%3Disch&um=1&itbs=1http://www.google.co.in/imgres?imgurl=http://electronicspower.info/uploadfiles/portugaldroidinlifecom-1290622219/lg-optimus-gt540-price-in-india-lg-optimus-gt540-android-price_1.jpg&imgrefurl=http://electronicspower.info/nokia-c6-available-in-south-africa-in-the-price-of-rs-15200/&usg=__PfpTUQOnLHxIV2uj7o5QPwkJxKo=&h=300&w=168&sz=16&hl=en&start=520&zoom=1&tbnid=0o2g5Ehhhv699M:&tbnh=116&tbnw=65&ei=WL60TtqZDovKrAfP2eDXAw&prev=/search%3Fq%3Dlg%2Bindia%26start%3D500%26um%3D1%26hl%3Den%26sa%3DN%26gbv%3D2%26tbm%3Disch&um=1&itbs=1http://www.google.co.in/imgres?imgurl=http://smartpriceindia.com/wp-content/uploads/2011/03/New-Picture-41.jpg&imgrefurl=http://staticmixers.net/jq/%3Fuid%3DLg-ac-price-in-india-5-star&usg=__gjIQWKHDI4udznWzt57yxyxMSug=&h=202&w=553&sz=11&hl=en&start=187&zoom=1&tbnid=zSig32wI2wfb-M:&tbnh=49&tbnw=133&ei=1720TpmDEIrirAf34ZnmAw&prev=/search%3Fq%3Dlg%2Bindia%26start%3D180%26um%3D1%26hl%3Den%26sa%3DN%26gbv%3D2%26tbm%3Disch&um=1&itbs=1http://www.google.co.in/imgres?imgurl=http://www.thinkdigit.com/FCKeditor/uploads/LG%2520GD900%2520Crystal%2520phone.jpg&imgrefurl=http://www.thinkdigit.com/Mobiles-PDAs/LG-India-launches-GD900-Crystal-phone-with_3712.html&usg=__3g9vuQZah18zIK3c7TmXjluzQX0=&h=220&w=468&sz=16&hl=en&start=49&zoom=1&tbnid=RQCrCMM_3mbyUM:&tbnh=60&tbnw=128&ei=ML20TvmpLcTNrQft3NzyAw&prev=/search%3Fq%3Dlg%2Bindia%26start%3D40%26um%3D1%26hl%3Den%26sa%3DN%26gbv%3D2%26tbm%3Disch&um=1&itbs=1http://www.google.co.in/imgres?imgurl=http://www.ipan.com/images/LG_india2.jpg&imgrefurl=http://www.ipan.com/press-new/March2010/LG_India.html&usg=__3UUCgW1eTJEKfu0hnJ-kndNlRJ4=&h=400&w=500&sz=131&hl=en&start=2&zoom=1&tbnid=vez5Y9CWYHz1ZM:&tbnh=104&tbnw=130&ei=2bu0Tvz9N8LLrQeytNDUAw&prev=/search%3Fq%3Dlg%2Bindia%26um%3D1%26hl%3Den%26sa%3DN%26gbv%3D2%26tbm%3Disch&um=1&itbs=1http://www.google.co.in/imgres?imgurl=http://aavaas.com/wp-content/uploads/2008/01/32lc7_lr.jpg&imgrefurl=http://aavaas.com/2008/01/23/lg-lcd-tv-32-32lb9-32lc7-cost-in-india/&usg=__3izQqudJhdY-rai76H90O2Ri60s=&h=335&w=450&sz=61&hl=en&start=6&zoom=1&tbnid=hAKIjsDOzwkCSM:&tbnh=95&tbnw=127&ei=2bu0Tvz9N8LLrQeytNDUAw&prev=/search%3Fq%3Dlg%2Bindia%26um%3D1%26hl%3Den%26sa%3DN%26gbv%3D2%26tbm%3Disch&um=1&itbs=1http://www.google.co.in/imgres?imgurl=http://techtickerblog.com/wp-content/uploads/2008/08/lg-reliance.jpg&imgrefurl=http://techtickerblog.com/2008/08/21/lg-launches-lg-10000-cdma-phone-in-india/&usg=__GT_ZANV3O9S0NL9_r4rN8hI4vyk=&h=333&w=500&sz=26&hl=en&start=4&zoom=1&tbnid=QAXkTj0357x_wM:&tbnh=87&tbnw=130&ei=2bu0Tvz9N8LLrQeytNDUAw&prev=/search%3Fq%3Dlg%2Bindia%26um%3D1%26hl%3Den%26sa%3DN%26gbv%3D2%26tbm%3Disch&um=1&itbs=1http://www.google.co.in/imgres?imgurl=http://www.cellphonehits.net/site/uploads/lg-optimus-one-india.jpg&imgrefurl=http://www.cellphonehits.net/lg-india-to-launch-optimus-one-in-mid-november/&usg=__pcacUyltVGkOySNX8OE7OWXjPpU=&h=333&w=400&sz=44&hl=en&start=19&zoom=1&tbnid=GBUbpwuTTqZHhM:&tbnh=103&tbnw=124&ei=2bu0Tvz9N8LLrQeytNDUAw&prev=/search%3Fq%3Dlg%2Bindia%26um%3D1%26hl%3Den%26sa%3DN%26gbv%3D2%26tbm%3Disch&um=1&itbs=1http://www.google.co.in/imgres?imgurl=http://stockwatch.in/files/LG-Electronics.JPG&imgrefurl=http://www.stockwatch.in/lg-india-shuffles-managerial-positions-24336&usg=__tDIFo0iMedG7q5qLBCvZDSG1i0Q=&h=375&w=500&sz=17&hl=en&start=5&zoom=1&tbnid=7NufliW-F9hAKM:&tbnh=98&tbnw=130&ei=2bu0Tvz9N8LLrQeytNDUAw&prev=/search%3Fq%3Dlg%2Bindia%26um%3D1%26hl%3Den%26sa%3DN%26gbv%3D2%26tbm%3Disch&um=1&itbs=18/2/2019 OT Possibilities and Challenges
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Leading People to Success
LG Way
Source: The BookPASSION
The Untold Story ofLG Electronics India
ByDr. Yasho V Verma
Director - HR
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Failed Venture to Indias No.1
South Korean company tried to enter Indiain 1996 and failed. In 2010 it is No.1company in consumer durables.
Re-entered. Unknown brand in the year
2000. It is household name today. Leader in every segment of the market
Washing Machines, Room Air conditioners,
Refrigerators, Microwave Ovens, TV sets Operated in hostile conditions. Met
challenges of local resistance.
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Secret Ingredients
100 % Trust Pride Dedication Passion
Humility Mutual Respect
Consultations Clarity
Courage Leadership Pride Excellence
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Hallmarks of LG
The Focus
The Energy
The passion The strong Execution
Like gushing, turbulent river,
cascading at full length and speedfrom a rugged mountain
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7 S
SUPERORDINATE GOALS
STRATEGY
STRUCTURE SYSTEMS
STYLE
SKILLS STAFFING
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S1: Super-ordinate Goals
2Y & X/2 Double the income & halve theexpenses every year through TPI TotalProductivity Innovation. (P 18,50)
Lean quarter target = Best quarterPerformance (P 30)
Plan for next year after best quarter
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Exercise 1
Setting Super-ordinate Goals
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S2: Strategy Association with Indian Cricket made LG
household name Introducing models in different price range to
cater to all economic strata Selling Air conditioners through retail chain
(which were retailed only through technicalsolution providers) Varying pricing strategy from state to state Customer Need survey and Innovation to meet
to meet their exact needs big sound for southIndians, big vegetable compartment forvegetarians, Color refrigerators for Bengal andPunjab (P 51)
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Exercise 2
Strategic Changes
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S3: Structure
Manufacturing & Finance heads areExpats, HR and Marketing heads areIndians
Empowerment of successive layers fromVP to Product group heads to Branchheads to Sales executives in second
phase
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Exercise 3
Changes inStructure / Formations
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S4: Systems
HR systems focused on employeethoughts and actions
MAS Management Audit & Supportsystem for people and not people forsystem. (P 52)
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Exercise 4
Changes inSystems / Procedures
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S5: Style
Trust based Relationship
Direct feedback from market andimmediate response (P 19)
Win over local population by providingeducation and healthcare (P 23)
Individual excellence leads to teamexcellence. Give autonomy to individuals.Lock up bickering individuals in Inter
personal room till they sort out the issue.
( P 53)
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Style . . .
Habit of Habit breaking - bureaucracy
busters (P.54) Free canteen & beds for outside drivers
and cleaners (P 56)
No-excuse management tempered byforgiving
No-frills
No substitute for quality Strong Communication
Sound cross cultural management
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Style . . .
Convince the peers before seeking
approval from top (P 65)
Internal competition and performancebenchmarking (P 67)
Foot marketing Face to face interactionwith customers and trading partners (P 68)
Performance driven company, that is
welfare oriented toosupport extended tofamilies (P 70)
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Exercise 5
Changes in Style
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S6: Staffing
Localized Only 20 expats out of 3100employees
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Exercise 6
Changes in Staffing Pattern
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S7: Skills Thrust on Innovation
Golden eye in CTV (For eye protection) +PN Preserve Nutrition in Frig (P 40)
RAO Rural Area Office (P 38)
Washing Machine Fabricare Air conditioners (Healthy air)
Different monthly closing dates for
distributors to spread the month end billingload (P 66)
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Exercise 7
New Skills Required
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Innovation . . .
Blue Ocean Initiative for products,business model, system, processes, andpeople
ERRC Eliminate, Reduce, Raise &Create
Q Museum displays defects and cost ofbad quality
ICTS Indian Customized Testing System
360 Degree Product Audit
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HR Role
Strategic business partner Creative Strategic role
Ability to drive employees
First to change
Have a role in execution
Balance long term and short termgoals
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Unique HR Practices
Mentor for new employee (18 months)
Variable part of compensation can go upto 60% of the fixed
Individuals who do well are given better
and more meaningful work Training covers everyone and includes
training abroad
Family Ambassador program twice ayear visit to family of workmen by HRExecutive (P 150)
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4 Attributes of an Employee (P12)
People who are constantly changing and copewell with the constantly changing environment
Who are willing to take risks and who
aggressively preserve breakthrough policychanges
Who lead innovation and devote theirenthusiasm to cultivating people of highest talent
Who conduct business with honesty, fairnessand sincerity
http://www.google.co.in/imgres?imgurl=http://ecx.images-amazon.com/images/I/41ab64gsW-L.jpg&imgrefurl=http://www.yatedo.com/s/Dr.%2BYasho%2BV%2BVerma&usg=__ksJLLpQZ-UPqfWSqLQV4FGtQfJA=&h=500&w=351&sz=27&hl=en&start=7&zoom=1&tbnid=89vdQa3u8DVyQM:&tbnh=130&tbnw=91&ei=YMq0TueRJ4PzrQeZ4qXdCg&prev=/search%3Fq%3DDr.%2BYasho%2BV%2BVerma%26um%3D1%26hl%3Den%26sa%3DN%26gbv%3D2%26tbm%3Disch&um=1&itbs=1http://www.google.co.in/imgres?imgurl=http://business.outlookindia.com/dailyimages/170508/Dr-Yasho-V-Verma.gif&imgrefurl=http://business.outlookindia.com/content.aspx%3Fissue%3D3232&usg=__KKvZdD6QA7gCrf1TYvaWVe4vz5Y=&h=102&w=100&sz=7&hl=en&start=2&zoom=1&tbnid=0JqAtlnlfy935M:&tbnh=83&tbnw=81&ei=YMq0TueRJ4PzrQeZ4qXdCg&prev=/search%3Fq%3DDr.%2BYasho%2BV%2BVerma%26um%3D1%26hl%3Den%26sa%3DN%26gbv%3D2%26tbm%3Disch&um=1&itbs=18/2/2019 OT Possibilities and Challenges
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Dr. Yasho K Verma
Started his career at 23, after completingMechanical Engineering and MBA (withspecialization in HR)
While working with Tata Steel, completedPh.D. from IIT-Kanpur
Joined as Director-HR and MS, LG
Electronics India Took over as the CEOof LG electronics India w.e.f 1/1/2010
http://www.google.co.in/imgres?imgurl=http://ecx.images-amazon.com/images/I/41ab64gsW-L.jpg&imgrefurl=http://www.yatedo.com/s/Dr.%2BYasho%2BV%2BVerma&usg=__ksJLLpQZ-UPqfWSqLQV4FGtQfJA=&h=500&w=351&sz=27&hl=en&start=7&zoom=1&tbnid=89vdQa3u8DVyQM:&tbnh=130&tbnw=91&ei=YMq0TueRJ4PzrQeZ4qXdCg&prev=/search%3Fq%3DDr.%2BYasho%2BV%2BVerma%26um%3D1%26hl%3Den%26sa%3DN%26gbv%3D2%26tbm%3Disch&um=1&itbs=1http://www.google.co.in/imgres?imgurl=http://business.outlookindia.com/dailyimages/170508/Dr-Yasho-V-Verma.gif&imgrefurl=http://business.outlookindia.com/content.aspx%3Fissue%3D3232&usg=__KKvZdD6QA7gCrf1TYvaWVe4vz5Y=&h=102&w=100&sz=7&hl=en&start=2&zoom=1&tbnid=0JqAtlnlfy935M:&tbnh=83&tbnw=81&ei=YMq0TueRJ4PzrQeZ4qXdCg&prev=/search%3Fq%3DDr.%2BYasho%2BV%2BVerma%26um%3D1%26hl%3Den%26sa%3DN%26gbv%3D2%26tbm%3Disch&um=1&itbs=1http://www.google.co.in/imgres?imgurl=http://images.indiaplaza.in/books/9788/1321/9788132106289.jpg&imgrefurl=http://www.indiaplaza.com/dare-to-lead-khandelwa-a-k/books/9788132106289.htm&usg=__gjLTahmXr8xOSzfdrF71vtPdYEo=&h=285&w=200&sz=7&hl=en&start=1&zoom=1&tbnid=k4TiTcO-I9SQoM:&tbnh=115&tbnw=81&ei=z0q2To-SH83IrQePydntAw&prev=/search%3Fq%3Ddare%2Bto%2Blead%2Bthe%2Btransformation%2Bof%2Bbank%2Bof%2Bbaroda%26um%3D1%26hl%3Den%26sa%3DN%26gbv%3D2%26tbm%3Disch&um=1&itbs=18/2/2019 OT Possibilities and Challenges
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DARE TO LEAD :The Transformation of
Bank of Baroda
D t L d i th f i ti g t f h
http://www.google.co.in/imgres?imgurl=http://images.indiaplaza.in/books/9788/1321/9788132106289.jpg&imgrefurl=http://www.indiaplaza.com/dare-to-lead-khandelwa-a-k/books/9788132106289.htm&usg=__gjLTahmXr8xOSzfdrF71vtPdYEo=&h=285&w=200&sz=7&hl=en&start=1&zoom=1&tbnid=k4TiTcO-I9SQoM:&tbnh=115&tbnw=81&ei=z0q2To-SH83IrQePydntAw&prev=/search%3Fq%3Ddare%2Bto%2Blead%2Bthe%2Btransformation%2Bof%2Bbank%2Bof%2Bbaroda%26um%3D1%26hl%3Den%26sa%3DN%26gbv%3D2%26tbm%3Disch&um=1&itbs=18/2/2019 OT Possibilities and Challenges
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Dare to Lead is the fascinating story of howAnil K Khandelwal transformed Bank ofBaroda (BOB) from being just another publicsector bank into one of the most valuablebrands in Indian banking.
This is the story of the leadershipchallenges, management solutions andpersonal and professional excitement the
author experienced in transforming the 97-year-old bank into a modern, tech-savvy,customer-centric bank. Spanning almost afull life time - 40 years
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It describes how a large-sized bank was transformed on all
parameters with clear vision, execution discipline, customercentricity and people engagement. The author emphasizesthat large-scale transformation can be undertakensuccessfully only if the CEO shows courage to change thestatus quo and mobilize the human effort within the
organization.
The story of BOB's transformation has capturedinternational attention and finds its mention in Harvard
Business Review, Human Resources DevelopmentInternational and the book The India Way by the Whartonschool faculty.
Res lts of 850 da challenge as
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Results of 850 day challenge as
CEO
Doubled the business volume in threeyears.
Took the No.4 PSU bank to No.1 position.
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The Author - Non-Stop Learner - Startedas a Chemical Engineer, did not like
switched over to Banking, MBA,Doctorate,
Willing to learn from others - Use of
specialists from IIMA and USA
Story of three Banks Besides B.O.BDena and Bank of Rajasthan Common
theme Transformation challenging thestatus quo
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Tapping Collective Wisdom of Employeesat all levels Consultative style
Frequent communication Written andPerson to person
Optimism even in the worst possible
scenario including personal humiliationusing the adversity as a challenge to beovercome
Multiple roles employee, manager, HOD-HR, ED, CMD, Lecturer, Coach,Counselor, Mentor
Innovations
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Innovations
Branding Initiatives Juhi Chawla as Dena Bank BrandAmbassador,
Baroda Sun as new Brand and Rahul Dravid as theBrand ambassador of BOB Innovations in Customer Service
- 8 am to 8 pm banking- 24-hour Human Banking- Happy Hour Banking- Gen-Next branch- Retail Loan Factory and SME Loan Factory- Employee-centric innovati
Innovations in Employee service- Direct help line to CMD- SAMPARK- Talent Search - KHOJ- Professional counseling services for employees -SAMADHAN- Employee Conclaves - MANTHAN
Kh d l l 18 L d hi C d
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Khandelwals 18 Leadership Codes1. Be your natural self and do not be
a packaged product2. Two Cs of Leadership Credibility
and Courage3. Three Ds of Leadership Behavior
Decisiveness, Determinationand Discipline
4. Wisdom is in the field Respect it
5. Reach out, listen andcommunicate
6. Identify the great among the good
7. Focus on processes impactingcustomers and employees
8. Bureaucracy can be an epidemic
9. Customers are the competitiveadvantage
10. Manage your intangibles,tangibles will follow
11. Engage your people
12. Tough Love tough onperformance andcompassion for people
13. Leadership is the fine art ofexecution
14. Tackle adversities head on15. Leadership is a lifetime of learningand change agentry
16. Union management relationsdont be a prisoner of the past
17. Reflection is key to effectiveleadership
18. Let excellence light every corner
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Tale of two Steel Plants
100 Year Old Plant
Had 2,00,000employees 5 yearsago. Reduced to50,000.
Composite plant hasproduction cycle timeof 12 to 18 monthsore to saleable steelsections.
10 Year Old plants
Has 500 employeesin all.
Ore and coal isreceived by sea andcycle time from ore to
saleable steel is 24hours.
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Case of a 5 Star Deluxe Hotel2001
1600 employees 500rooms. 3+ per room.
One person one
trade.
Guests had to callmany servicemen.
2004
800 employees 800rooms. 1 per room.
5 % increase in salary
for every additionaltrade mastered.Golden Handshakefor unwilling.
Guests need call onlyone multi-skilledserviceman.
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Case of Ford Logistics Department
Any car requires more than 10,000 bought out
items. Employed 1000 people to purchase, store,
inspect and issue components.
Computerization, introduced as a manpowerrationalization measure resulted in increasingthe employee strength to 1200.
Whole department was scrapped when theresponsibility of supply was transferred tomonopoly suppliers. They are paid on the basisof cars being dispatched and bill of material ofthose cars.
C f J & K S h i
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Case of J & K SyntheticsJalawhar, Rajasthan
Conventional
1500 Employees.1000 direct (VA)and500 Support (NVA).
10 Grades. 100different designations.
Average capacity
utilization = 55 %. Perpetually loss
making.
Self Managed
500 Employees allmulti-skilled (VA).
No Grades. Nodesignations. Highlevel ofmechanization andautomation.
Average capacityutilization = 105 %.
Profitable.
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International Cases
Company & Leader
General ElectricJack Welch USA
Semco BrazilRicaldo semler
Source
The book - GE Way
The Book - Maverick
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MCW Cases(P 16-20)
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OD Checklist(P 23-25)
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FORD
TAYLORMODEL
ORIGINALLY DEVELOPED FOR
U S A OF 1910STILL IN USE AFTER 100 YEARS!
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DIRECTORS
MANAGERS
SUPERVISORS
OFFICERS
WORKMEN, CLERKS
SALESMEN
MARKETING
PRODUCTION
DESIGN
LOGISTICS
FINANCE
H.R
OWNERSHIP
AUTHORITY
RESPONSIBILITY
INFORMATION
PYRAMID & HIERARCHY
BASIC BUILDING BLOCK
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Basic Principles
Division of labor & functions
Specialization
Unity of command Command and obey style
Documented formal elaborate
systems
Finding people to fit positions
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Current Problems
Horizontal & vertical split.Compartmentalized thinking, planning,acting and review
Separation of thinking from doingdelegating upwards
Promotes silo thinking & tunnel
vision Division of responsibility buck
passing
Overstaffing
C t P bl td
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Current Problems - contd
Lack of trustus & they feeling.
Elaborate control systems
Lack of accountability for businessresults
Management by few High cost, high waste, long delays
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Current Problems - contd
Rigidity in thinking, design,
systems, behavior
Frustration, anger and increasingtension poor health
Contempt for customersinternaland external
Tried Alternatives International
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Tried Alternatives International
Japan quality circles value analysis Toyota Way National Panasonic orMatshushita way
Brazil Semco Ricardo Semler SelfDirected Teams (Book Maverick)
Matrix organization - IBM
Supply chain - Walmart
Formations of SBU and SMT - SelfManaging Teams - GM
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Hope Inspiring Factors
Innate nature of man divinity,flexibility, optimism, goodness,creativity and infinite potential
Holistic, responsible, sensible andcaring behavior outside theorganization
No new things to be learnt except forparadigm shift ( workplace to home orplayground)
8/2/2019 OT Possibilities and Challenges
60/67
MCW
MANAGEMENT BYCOLLECTIVE WISDOM
BASIC BUILDING BLOCK
8/2/2019 OT Possibilities and Challenges
61/67
BASIC BUILDING BLOCKA CIRCLE OR A TEAM
C+M
C
C
C
C+P
C+QC
MODEL
RAJASTHANI
CARPENTERS
8/2/2019 OT Possibilities and Challenges
62/67
BASIC FEATURES
SPECIALISATION + MULTIFUNCTIONAL
INTEGRATED ALL KNOW AND WORKFOR SAME PURPOSE
DECISION BY CONSENSUS
SIMPLE INFORMAL SYSTEMS
LEADERSHIP BY MERIT
8/2/2019 OT Possibilities and Challenges
63/67
CUSTOMERS
PRODUCERS
FACILITATORS
GUARDIANS
TRUSTEES
REVERSE
THE
PYRAMID
FOR
MUTUAL
SUPPORT
BRING
CUSTOMER
IN
8/2/2019 OT Possibilities and Challenges
64/67
GUARDIAN
TEAM
FACILITATOR
TEAM
PRODUCER / PROCESS
TEAMS
TEAMS TO TAKE
CARE OF
OPERATIONS
FLAT
ORGANISATION
CUSTOMERS
8/2/2019 OT Possibilities and Challenges
65/67
VISION
TEAM
PROJECTTEAMS
TEAMS TO TAKE
CARE OF
FUTURE BUILDING
FLAT
ORGANISATION
CUSTOMERS
8/2/2019 OT Possibilities and Challenges
66/67
Indian Cases
Sundaram Motors Bus body Division
Wanders India Mumbai
JK Synthetics - Jalawar Rajasthan
Yash Papers - Ayodhya
Menon pistons - Kolhapur
Vijay Filaments Mysore Anar Chemicals - Ahmedabad
Effect of MCW on Manpower
8/2/2019 OT Possibilities and Challenges
67/67
Effect of MCW on Manpower
Case of a Paper Mill
Before20 T.P.D.
Workmen Direct 250
Workmen Indirect 100Salesman 20
Clerks 80
Supervisors 50
Managers 10Directors 2
After140 T.P.D.
Producers 350
Facilitators 10Guardians 2
Project Leaders 20
Project Team -
Members 130