Professional Documents
Culture Documents
STRUCTURE
STRATEGY SYSTEMS
SHARED
VALUES
SKILLS STYLE
STAFF
ORGANIZE TASK
SESSIONS
CONDUCT BEST
PRACTICES
SESSION
CONDUCT
STUDY OTHER LEADERSHIP &
ORGANIZATIONS TEAM BUILDING
SESSIONS
CONDUCT
VALUES
SESSIONS
WHAT DO WE
INDUSTRY WANT TO BE?
WHAT DO WE
TECHNOLOGY WANT TO BE
KNOWN FOR?
COMPETENCE
CONSUMERS WHY DO WE
EXIST?
WHAT DO WE
COMPETITION WANT TO
CONTRIBUTE
AND TO WHOM?
03/15/11 Dr B Ratan Reddy, RGBS 10
Building a Vision: Stage IV
The Formal Construction
SELECT CROSS-
CRAFT CRITICAL PRESENT THE
HIERARCHICAL
ANSWERS INTO STATEMENT TO
& CROSS-
COMPELLING THE
FUNCTIONAL
STATEMENT ORGANIZATION
TEAM
SELECT PREPARE
IMPLEMENT THE
COMMUNICATION COMMUNICATION
ROLL-OUT
MEDIA PLAN
TRANSLATE CREATE
VISION INTO MILESTONES
GOALS CRAFT
STRATEGY
COLLECT
INPUTS
QUANTIFY
STRATEGIES
TRANSLATE
INTO
RE-ORIENT
SECTIONAL, SCAN
RE-ALIGN
APPRAISAL
DEPARTMENTAL, BUSINESS
PROCESSES
SYSTEM OPPORTUNITIES
AND INDIVIDUAL
TARGETS
SUPPORT VISION
WITH DECISIONS
Fashion
statement
Complexity = extent of
differentiation
Formalization = extent the organization relies
on rules and procedures to direct the
behaviour of employees
Centralization = concentration of decision making
authority at the top
03/15/11 Dr B Ratan Reddy, RGBS 23
Organization
structure
Mechanistic Organic
structure structure
Complexity, Complexity,
Formalization, Formalization,
Centralization - Centralization -
HIGH LOW
Simple/Matrix/Network/
Functional/Divisional
03/15/11
Taskforce/Committee
Dr B Ratan Reddy, RGBS 24
A Functional structure is one A Network structure is a
that groups similar or related small centralized
occupational specialties organization that relies on
together; other organizations to
A Divisional structure is one perform its basic business
that is made up of autonomous functions on a contract basis;
self-contained units A Taskforce structure is a
temporary structure created
to accomplish a specific,
A Simple structure is low on well-defined, complex task
complexity and formalization that requires the involvement
but high on centralization; of personnel from other
A Matrix structure is one that organizational subunits;
assigns specialists from A Committee structure is
functional departments to work one that brings together a
on one or more projects that range of individuals from
are led by a project manager; across functional lines to
deal with problems
03/15/11 Dr B Ratan Reddy, RGBS 25
Functional Departmentalization: Grouping
activities by functions performed
Product
Departmentalization: Grouping activity by
product line
Customer
Departmentalization: Grouping activities on the
basis of common customers
Geographic
Departmentalization: Grouping activities on the
basis of territory
Process
Departmentalization: Grouping activities on the
03/15/11 basis of product DrorBcustomer
Ratan Reddy,flow
RGBS 26
FUNCTIONAL STRUCTURE
President
Chairman
Director - Executive
Director Director -
Agri-Group Energy
Group
Corp
. Plg
CEO CEO Corp. CEO CEO
Agrichem Fin Thermal Hydel
Seeds
Corp
CEO CEO HR
FE
Corp
Urea
Legal
Nargis
Urea
Seeds
Agrichem
FE
Contract Franchisee
Manufacturing Sales
facility agencies
CORPORATE
EXECUTIVE
GROUP
Commissioned Independent R
Outsourced
After Sales & D and
transaction
Services Consultancy firm
processing
P R E S I D E N T & C E O
P R E S I D E N T
V P V P V P
C O M M E R F C I NI A A L N C EM A R K T . P R O C E S S O W P NR EO RC E S S O W P NR EO R C E S S O W N E R
O R D E R F U L L FO I RL MD E RN T G E N P E R R O A DT I U O C N T D E V E L O P
• Flatter Structure
• Change from function based to process based
• Customer -centric structure
• Flexible roles - Ameoba structures
• Need for multiskilling
• Lateral promotions for breadth of knowledge
• Constant upgradation of competencies, skills
& knowledge
• People focus - the key driver
• Linear sequence
• Success depends on
the stability of each
R & Development
stage of production
Manufacturing
• Non-performing Marketing
units effect entire Sales
effort Service
• Flexible linkages
• Success depends on
R & D (U.S.)
the dynamic Engineering
exchange between (India)
units Marketing Customers
• Non-performing
units are more easily Manufacturing
(Asia)
replaced
Sales Service
It is a
combination of critical
behaviours, traits, motives, knowledge, skills and
applied thought which lead to excellence in performance
or which distinguishes superior
performance from average
performance
• VERBAL • MECHANICAL
• NUMERICAL • ARTISTIC
• SPATIAL • BUSINESS
• PHYSICAL • TECHNICAL
• SELF-
• THINKING MANAGEMENT
• INTERPERSONAL • CUSTOMER-
ORIENTATION
• ORGANIZATIONAL
• BUSINESS
• TECHNICAL/
OPERATIONAL • HUMAN
RESOURCE
• COMMUNICATION MANAGEMENT
• LEADERSHIP
RESPECTING OTHERS
•IDENTIFYING LINKS • SHARING
• STRATEGIC THINKING INFORMATION
•GENERATING • BEING A TEAM-
CREATIVE IDEAS PLAYER
•ANALYZING • NETWORKING
PROBLEMS • INFLUENCING
•APPLYING COGNITIVE • NEGOTIATING WIN-
CAPABILITY WIN SITUATIONS
•COMMITTING TO • DIPLOMACY
ACTION
03/15/11 Dr B Ratan Reddy, •RGBS
RESOLVING CONFLICT 46
ORGANIZATIONAL TECHNICAL/ OPERATIONAL
• ACTING WITH
• ORAL
CONFIDENCE
COMMUNICATION
• INITIATIVE
• LISTENING
• MANAGING OWN
• WRITTEN
LEARNING
COMMUNICATION
• DEMONSTRATING
• SELLING THE
FLEXIBILITY
MESSAGE
• BEING SELF-
• COMMUNICATING IN
MOTIVATED
ONE’S SECOND
OFFICIAL LANGUAGE
• USING FINANCIAL
• WORKING WITH INFORMATION
CUSTOMERS • WORKING WITHIN THE
• DELIVERING PRODUCTS & SYSTEM
SERVICES • MAKING BUSINESS
• FOLLOWING UP WITH DECISIONS
CUSTOMERS • GENERATING REVENUE
• CREATING RELATIONSHIPS • USING BUSINESS ACUMEN
• BUILDING PARTNERSHIPS
• MARKETING PRODUCTS &
SERVICES
• COMMITTING TO QUALITY
• MAKING A TEAM
• MANAGING CHANGE • DEVELOPING A VISION
• JOB-SPECIFIC
• GENERAL KNOWLEDGE KNOWLEDGE
• PROFESSION-SPECIFIC • LEVEL-SPECIFIC
KNOWLEDGE KNOWLEDGE
• ORGANIZATIONAL
KNOWLEDGE
PHYSICAL
PROFICIENCY PSYCHOPHYSICAL
CAPACITIES
• STRENGTH
SENSORY
• STAMINA
• COORDINATION ACTIVITY
• RESISTANCE TO
• EQUILIBRIUM • VISUAL
STRESS
• DEXTERITY • AUDITORY
• ENERGY
• FLEXIBILITY • TACTILE
• HEALTH
• PRECISION • OLFACTORY
• VIGILANCE
• STATURE • TASTE
• SELECTIVE
• REACTION TIME ATTENTION
• ENDURANCE
03/15/11 Dr B Ratan Reddy, RGBS 52
FOR FOR
LEADERS/MANAGERS SUBORDINATES
DIRECTIVE RECEPTIVE
• DELEGATIVE • SELF-RELIANT
• PARTICIPATIVE • COLLABORATIVE
• CONSULTATIVE • INFORMATIVE
• NEGOTIATIVE • RECIPROCATING
• SOCIAL ORIENTATION
• EMOTIONAL ORIENTATION
• RELATIONSHIP ORIENTATION
• GOAL ORIENTATION
• EXPERIENTIAL ORIENTATION
PRINCIPLES BELIEFS
Empowerment Notions about reality which help individuals
Encouragement, Humility, Integrity,
make sense of their environment and help
Excellence Potential, Quality,
define casual links, such as control over the
Fairness, Service,
environment
Growth, Human Trustworthiness
Dignity, Honesty,
Patience
VALUES SPIRITUALITY
Justice, Order, Sense of
Productivity, accomplishment, The search for meaning, being and purpose
Security, Sincerity, Relationships, in all facets of life, including work
Truth, Wealth, Development of
Fame, Respect, talent, Effort,
Learning Generosity
PERSONAL DATA
1. NAME
2. AGE
5. SECTION
6. LOCATION
7. QUALIFICATION
YEARS MONTHS
Y O U R D IR E C T R ES PO N S IB IL IT IE S
WEEKLY
MONTHLY
D IR E C T R E S P O N S IB IL IT IES O F S U B O R D IN A T E S R E P O R T IN G YO U
HALF YEARLY
KINDLY INDICATE THE KEY RESULT AREAS (KRA’S) / OBJECTIVES / TARGETS / GOALS
ASSOCIATED WITH YOUR JOB. MENTION QUANTITATIVE FIGURES WHEREVER
POSSIBLE
ANNUALLY
REFERENCE DEPARTMENT
SECTION
A. PURPOSEANDSCOPE
B. DUTIESANDRESPONSIBILITIES
C. DIMENSIONSOFTHEJOB
D. AUTHORITY
E. WORKCONTACTS
♦ INTERNAL:
♦ EXTERNAL:
F. REPORTINGRELATIONSHIP
G. SUPERVISORYRESPONSIBILITIES
H. WORKCONDITIONS
I. MINIMUMREQUIREMENTS
J. KEYRESULTAREAS(KRAs)
Socialisation Screening
Placement Interview
COMPETENCIES PROFILE
Behavioral Technical Managerial
•Employment Mandatory
exchange
03/15/11 Dr B Ratan Reddy, RGBS 70
Objective:
Screening To induct the best talent to meet business requirements keeping in view a long-term
perspective matching competencies with positions.
•Layer-wise
Problem Solving Likely to quickly locate, identify and resolve the real issues
•Competencies behind apparent problems
•Grade
Mis-alignment leads to :
•Salary Under / Over employment
•Equity Burnout
Office timings
9.00 to 17.00
Off days on Sun
2nd & 4th Sat
Member identity
Job Organization
Group emphasis
Individual Group
People focus
Task People
Unit integration
Independent Interdependent
Control
Loose Tight
Risk tolerance
Low High
Reward Criteria
Performance Other
Conflict tolerance
Low High
Means-ends orientation
Means Ends
Open-system focus
Internal External
03/15/11 Dr B Ratan Reddy, RGBS 83
CASE DISCUSSION ONE
XYZ is a Urea manufacturing firm. There are extensive rules and regulations that
employees are required to follow. Every employee has specific objectives to achieve in
his job. Managers supervise employees closely to ensure that there are no deviations.
People are allowed little discretion in doing their jobs. Employees are instructed to
bring any unusual problems to their superior, who will then determine the solution. All
employees are required to communicate through formal channels. The management has
little confidence in the honesty or integrity of its employees and hence imposes very
tight controls. Managers and employees alike tend to be hired by the organization early
in their careers and rotated into and out of various departments on a regular basis. They
are generalists rather than specialists. Effort, loyalty, cooperation, and avoidance of
errors are highly rewarded
What impact will the above have on What impact will it have on employee
its business strategy? productivity?
How will it impact the organization Are employees likely to be committed?
structure?
What impact will it have on cost of
How will it impact the skills and production?
competencies of employees?
What impact will it have on creativity?
Are there likely to be any problems
in hiring and retaining talented What will employee morale be like?
03/15/11employees? Dr B Ratan Reddy, RGBS 84
CASE DISCUSSION TWO
ABC is a Urea manufacturing firm. There are few rules and regulations. Employees are
seen as hard-working and trustworthy, and supervision is loose. Employees are
encouraged to solve problems themselves but are free to consult their superiors when
they need assistance. Top management downplays authority differences. Employees are
encouraged to develop their unique special skills. Interpersonal and interdepartmental
differences are seen as natural occurrences. Managers are evaluated not only on their
department’s performance but also on how well their department coordinates its activities
with other departments in the organization. Promotions and other valuable rewards go to
the employees who make the greatest contribution to the organization, even when those
employees have strange ideas, unusual personal mannerisms, or unconventional work
habits.
What impact will the above have on What impact will it have on employee
its business strategy? productivity?
How will it impact the organization Are employees likely to be committed?
structure?
How will it impact the skills and What impact will it have on cost of
competencies of employees? production?
Are there likely to be any problems What impact will it have on creativity?
in hiring and retaining talentedDr B Ratan Reddy,
03/15/11 What will employee morale be like?
RGBS 85
employees?
CASE ANALYSES – SOME POINTS
Element XYZ Limited ABC Limited
The
evaluation of
an individual’s work performance
in order to arrive at
objective personnel
decisions
Compensation 90 71
Promotion 47 25
Performance Feedback 21 30
Training 19 10
Documentation 21 11
Transfers 0.7 8.0
Human Resources Planning 2.0 6.0
Dismissal 1.2 2.0
Research - 1.5
Retrenchment - 0.3
Performance Improvement 26 55
03/15/11
NO Dr B Ratan Reddy, RGBS 94
WHY?
Performance Review
Potential Development
Assessment Needs
• Tangibles • Intangibles
Defining Communicating
03/15/11 Dr B Ratan Reddy, RGBS 99
rformance goals have to be
SPECIFIC
MEASURABLE
AGREED (and ACHIEVABLE)
REALISTIC (and RELEVANT)
TIMED
03/15/11 Dr B Ratan Reddy, RGBS 100
CHARACTERISTICS OF A GOOD APPRAISAL
•Empathy
•Warmth
•Respect
•Concreteness
•Genuineness
•Self disclosure
•Confrontation
•Immediacy of relationship
03/15/11 Dr B Ratan Reddy, RGBS 103
Sequential Process of Performance
Counseling
•Rapport Building
•Listening / feeling concerns, problems
•Empathy
•Exploration
•Problem Identification
•Diagnosis
News; News;
Not Surprisin
Surprisin g
g
Strengths Devpt. Needs
03/15/11 Dr B Ratan Reddy, RGBS 106
Your Perception
03/15/11 Dr B Ratan Reddy, RGBS 107
TRADITIONAL VS. CONTEMPORARY APPROACH
Set up the Plant within 18 months Pay what will attract the Key
members of the Project team
20 % growth, compounded over thePay between the 40th . & 50th percentile
next 3 years of the industry average
Individual Team
Incentive Incentive
Fixed Compensation
•Rate for the job
•Market Value of individual
03/15/11 Dr B Ratan Reddy, RGBS 114
What When How How much
INTRINSIC EXTRINSIC
Assigned Performance
parking Preferred Pay for time
bonuses
spaces lunch hours not worked
Profit
03/15/11 Dr B Ratan Reddy, RGBS Sharing 121
ANNUAL INCREMENTS OVERTIME
Copied from the You scratch my back and I’ll
Government/Public Sector scratch yours
No linkage to Strategy Sudhakar Reddy syndrome
implementation
Nandu Bhayya syndrome
Motivator ??
INCENTIVE SCHEMES
Traditionally created by Industrial Engineers
Misses the human element in most cases
03/15/11
Salary for attendance, incentive for work
Dr B Ratan Reddy, RGBS 122
PROMOTIONS
Promote for potential, not for
performance
People grow to the level of
their incompetence
PERFORMANCE
BONUSES/ESOPS Idiots get promoted to
Management
Align with Strategy
implementation MISS
Recognise individual as well WORLD/UNIVERSE
as team
High people orientation
Likely to build long-term
Flatters the ego
commitment
Possibility of missing the wood
03/15/11 for the
Dr B Ratan Reddy, trees
RGBS 123
TEAM Vs
INDIVIDUAL
JOB SCULPTING
Don’t talk team and reward
individual Aligns job to the
individual
Balance between team and
individual Takes care of need for
achievement
BRIBERY
Employee retention tool
One upmanship
Non monetary reward
Enlightened self-interest
“VRS” syndrome
03/15/11 Dr B Ratan Reddy, RGBS 124
LONG SERVICE
AWARDS
RETENTION
TOOL
• Domestic Enquiry
• Enquiry Officer &
• Handling issues of Presenting Officer
discipline • Procedure – Charge,
• Determine what is examination, cross-
examination, documents
right
• Enquiry report
• Reporting indiscipline
• Speaking orders
• Charge sheet
• Communication of
• Issuing punishment
communications
• Suspension-pending
enquiry
•S A C K, only if appropriate
03/15/11 Dr B Ratan Reddy, RGBS 135
HANDLING ISSUES OF INDISCIPLINE -
PROCESSindiscipline:
Reporting
•State what actually happened
•Not what you think happened
•Be specific:
• On what day • What exact words did the
• At what time person use
Enquiry report
Speaking orders
Show cause
Inflicting punishment
Suspension pending enquiry
Mini Demands:
• Come under the guise of so-called Grievances
• Often arise out of political considerations
• Use of pending demands
• Come under the guise of ‘non-financial’ demands
• Meeting them results in a multiplier effect
• Political one upmanship
• Calls for ability to read between the lines
• Genuine issues to be tackled judiciously
• Have them taken up
03/15/11
under Charter of Demands
Dr B Ratan Reddy, RGBS 153
SOME POINTS •Threats in ER
•Gherao
• Non-cooperation
•Dealing with the Banshee/s
•Jeedimetla
• Raghurami Reddy •Luther
• the Volcano principle •Tool/Pen down
• Transactional analysis • Sloganeering
• Ramesh • Preventing persons from
entry
• Result orientation in meetings
• Patancheru
• Agenda in advance
•Preventing despatches
• Coming prepared
• Satwik Drugs
• Bombay Labour Union
• Strike
• Minutes and their re-
confirmation • No work- no pay
• Lock out
The purpose of
business is to
achieve
sustained/sustainable
competitive
advantage and earn
03/15/11 Dr B Ratan Reddy, RGBS 156
For A Resource Or Capability To Produce
Competitive Advantage It Must Be:
❂ VALUABLE
❂ RARE
❂ IMPERFECTLY IMITABLE
❂ NON-SUBSTITUTABLE
✌Economies of scale
✌Protected or Regulated
markets
03/15/11 Dr B Ratan Reddy, RGBS 158
Source Is it Is it rare? Is it costly to Is it non-
imitate? substitutable?
valuable?
Financial
Resources
Economies of
Scale
Process
Technology
Protected /
Regulated
03/15/11 Dr B Ratan Reddy, RGBS 159
Markets
CREATING COMPETITIVE ADVANTAGE
THROUGH HR REQUIRES THAT IT DELIVERS
THE FOLLOWING
✔ IT BUILDS RESOURCES AND CAPABILITIES
THAT CREATE VALUE FOR THE ORGANIZATION
✔ THE RESOURCES AND CAPABILITIES MUST
BE RARE
✔ THEY SHOULD BE DIFFICULT OR TOO
COSTLY TO COPY, AND
✔ THE RESOURCES AND CAPABILITIES
SHOULD NOT BE SUBSTITUTABLE WITH
ANOTHER RESOURCE
03/15/11 Dr B Ratan Reddy, RGBS 160
3
INTELLECTUAL
CAPITAL
OUR EMPLOYEES
ARE OUR
GREATEST ASSET
REPLACE, REPLACE,
LOW VALUE ADDED HIGH VALUE ADDED
EASY TO REPLACE,
Easy
EASY TO REPLACE,
LOW VALUE ADDED HIGH VALUE ADDED
Low High
03/15/11
Value Addition
Dr B Ratan Reddy, RGBS 164
Human Capital
Grid DIFFICULT TO
REPLACE,
DIFFICULT TO
REPLACE,
Difficult LOW VALUE ADDED HIGH VALUE ADDED
Replacement
CAPITALI
INFORMA (HUMAN CAPITAL)
TE TO REPLACE,
EASY
ZE
EASY TO REPLACE,
LOW VALUE ADDED HIGH VALUE ADDED
Easy
DIFFERENTI
or
ATE
AUTOMAT
E OUTSOURC
Low High
03/15/11
Value Addition E
Dr B Ratan Reddy, RGBS 165
Human Capital
Grid
• Unskilled & Semi-
EASY TO REPLACE,
skilled workers
LOW VALUE ADDED
• Easily substitutable
Commodity Skills
• Company’s success does
• not specific to any
not depend on them
business
• Easily obtainable • Add no value to the
• of equal value to all
customer
businesses • Reduce
• Typing, cheerful numbers/Automate
telephone manners,
03/15/11
A/C maintenance Dr B Ratan Reddy, RGBS 166
Human Capital
DIFFICULT TO
REPLACE,
Grid
• Skilled factory workers,
experienced secretaries,
LOW VALUE ADDED Quality Assurance staff,
Internal Auditors,
Corporate
Communications staff
• Don’t add direct value to
customer
• Leverage their skills so
that they add more
information value that
03/15/11 Dr B Ratan Reddy, RGBS 167
benefits customers
Human Capital
Grid
• People in outbound
EASY TO REPLACE,
HIGH VALUE ADDED logistics, information
systems
Leveraged Skills
• Their work adds a lot of
• not specific to any
value to customers
business
• more valuable to • Outsource expertise that
some businesses than is not proprietary, or
to others
• Use their skills to create
• Largely industry
customized solutions
specific
(Differentiation)
• Company
03/15/11 Law Dr B Ratan Reddy, RGBS 168
specialists Vs. CS’s
Human Capital
DIFFICULT
TO REPLACE, Grid
• Research Chemists, top
Sales Executives, Project
HIGH VALUE ADDED Managers, Movie stars
Proprietary Skills • Their talent & expertise
• Company specific attract customers
skills • Invest in these “assets” and
• In some cases, bases make sure they stay with
of IPR’s you
• McKinsey’s expertise • Their talent can be
in strategy, Bose’s leveraged to charge a
expertise in Audio
premium
equipment
03/15/11
• Creates tough entry barrier
Dr B Ratan Reddy, RGBS 169
How to Build Human Capital
• Define human capital in terms of what employees must know
to serve customers better
• Develop “Competency Maps” that indicate competencies
require at each stage of the individual career path
• Instead of ‘training’ people, offer them opportunities to learn
skills they can use
• Encourage “Communities of Practice”
• Promote cross-fertilization among high-potential employees
and experts in vital technologies
• Reward improvement in systems and disciplines that are a
part of the Company’s intellectual capital
03/15/11 Dr B Ratan Reddy, RGBS 170
Road to Sustainable Competitive Advantage
Below
Competitive
No No No No average
disadvantage
returns
Competitive Average
Yes No No Yes/No parity returns
Temporary Average to
Yes Yes No Yes/No Competitive above average
advantage returns
Sustainable Above
Yes Yes Yes Yes Competitive average
03/15/11 Dr B Ratan Reddy, RGBS advantage returns 171
03/15/11 Dr B Ratan Reddy, RGBS 172