Management Consulting/organizational behaviour

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Question
Introduction: XYZ -An Organizational Perspective
The Pre-OD Scenario: Our Strengths and Areas of Concern
In the years 1990-91 XYZ had grown into the largest Indian HARDWARE company with revenues
of over Rs. 1100 crores and racing towards achieving its vision of being global top ten. As pioneers in
the industry, XYZs strengths included on time delivery, premier position in the industry in terms of
revenues, focus on training programs, quality initiatives, use of good technical tools and procedures
and encouragement of individual excellence in performance.However, XYZs was also, at that point in
time, grappling with a few areas of concern with regard to its operational paradigm.
Mounting revenue pressures: The pressure to retain its strong premier position led the organization to
tend towards short-term revenues, and relatively lesser efforts were being put into medium and longterm
markets and activities (such as products and building up knowledge). Though XYZs built
relationships with individual customers, Relationship Managers largely tended to focus on obtaining
short-term projects there was lesser investment on aligning to long-term objectives of customers. The
approach, by and large, was of reactive project management and we were yet to espouse the approach
of architecting proactive solutions for the customer.
Selectivity in projects: There was a tangible tension at, XYZs between generating revenues and
organizing strategically, on basis of technology and business areas, impacting selectivity in projects
accepted. Pressures from customers on schedules was resulting in faster delivery and hence,
snowballing into further pressure on future schedules.
Focus on specialization: There was diffusion of expertise and we were yet to focus on building
strategic expertise in individual centers. Employees were rotated across domains and skills in the
interest of learn ability as well as for meeting requirements. In a sense, there was heightened focus on
Voice of the Customer, in comparison to the Voice of Employee.
Efforts on Experimentation & Innovation: The management at XYZs felt that by and large,
employees tended to go straight by the book. Though Dr. De Bonos techniques were introduced and
AN ISO 9001 : 2008 CERTIFIED INTERNATIONAL B-SCHOOL
employees trained on these techniques to encourage innovation, there was a need to scale up on
perceived rewards for experimentation.
Rewards and Recognitions: The reward structure at XYZs was, at this point in time, primarily
focused on individual performance and we were yet to explore the institutionalization of team based
rewards at the organizational level.
Inter group co-ordination & knowledge sharing: Sharing of knowledge was very centre-oriented,
and although, informally, best practices spread by interaction and word of mouth, we were yet to
evolve a formal system which would capture these for ease of replication across projects. Multiple
centers and multiple projects within the same centre ended up resolving the same sort of issues,
resulting in avoidable rework.
Branding and PR: Image building endeavors were not yet an area of focus and, in a subtle way, this
affected the sense of pride of employees. Among educational institutions, this meant greater difficulty
in terms of attracting quality talent, which further aggravated stress among the few key performers in
the organization. By the year 2002, management felt the conscious need to bring in changes in our
approach to the aforementioned areas, in order to align more closely with the customer, business and
market requirements at an organizational level.
Questions
1 List the various reasons in Organization xyz , which lead to its development?
2 If the organization had not invested in its employee, would they have developed?
3 Site few examples of Indian companies, similar to XYZ mentioned above?
4 What would have been the drawback of the XYZ Company prior to 1991?

Answer
Question:   Introduction: XYZ -An Organizational Perspective
The Pre-OD Scenario: Our Strengths and Areas of Concern
In the years 1990-91 XYZ had grown into the largest Indian HARDWARE company with revenues
of over Rs. 1100 crores and racing towards achieving its vision of being global top ten. As pioneers in
the industry, XYZs strengths included on time delivery, premier position in the industry in terms of
revenues, focus on training programs, quality initiatives, use of good technical tools and procedures
and encouragement of individual excellence in performance.

However, XYZs was also, at that point in
time, grappling with a few areas of concern with regard to its operational paradigm.
Mounting revenue pressures: The pressure to retain its strong premier position led the organization to
tend towards short-term revenues, and relatively lesser efforts were being put into medium and longterm
markets and activities (such as products and building up knowledge). Though XYZs built
relationships with individual customers, Relationship Managers largely tended to focus on obtaining
short-term projects there was lesser investment on aligning to long-term objectives of customers. The
approach, by and large, was of reactive project management and we were yet to espouse the approach
of architecting proactive solutions for the customer.
Selectivity in projects: There was a tangible tension at, XYZs between generating revenues and
organizing strategically, on basis of technology and business areas, impacting selectivity in projects
accepted. Pressures from customers on schedules was resulting in faster delivery and hence,
snowballing into further pressure on future schedules.
Focus on specialization: There was diffusion of expertise and we were yet to focus on building
strategic expertise in individual centers. Employees were rotated across domains and skills in the
interest of learn ability as well as for meeting requirements. In a sense, there was heightened focus on
Voice of the Customer, in comparison to the Voice of Employee.
Efforts on Experimentation & Innovation: The management at XYZs felt that by and large,
employees tended to go straight by the book. Though Dr. De Bonos techniques were introduced and
AN ISO 9001 : 2008 CERTIFIED INTERNATIONAL B-SCHOOL
employees trained on these techniques to encourage innovation, there was a need to scale up on
perceived rewards for experimentation.
Rewards and Recognitions: The reward structure at XYZs was, at this point in time, primarily
focused on individual performance and we were yet to explore the institutionalization of team based
rewards at the organizational level.
Inter group co-ordination & knowledge sharing: Sharing of knowledge was very centre-oriented,
and although, informally, best practices spread by interaction and word of mouth, we were yet to
evolve a formal system which would capture these for ease of replication across projects. Multiple
centers and multiple projects within the same centre ended up resolving the same sort of issues,
resulting in avoidable rework.
Branding and PR: Image building endeavors were not yet an area of focus and, in a subtle way, this
affected the sense of pride of employees. Among educational institutions, this meant greater difficulty
in terms of attracting quality talent, which further aggravated stress among the few key performers in
the organization. By the year 2002, management felt the conscious need to bring in changes in our
approach to the aforementioned areas, in order to align more closely with the customer, business and
market requirements at an organizational level.

+++++++++++++++++++++
Questions
1 List the various reasons in Organization xyz , which lead to its development?


As pioneers in
the industry, XYZs strengths included on time delivery, premier position in the industry in terms of
revenues, focus on training programs, quality initiatives, use of good technical tools and procedures
and encouragement of individual excellence in performance.
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2 If the organization had not invested in its employee, would they have developed?

NO  -THE  ORGANIZATION  WOULD  NOT  HAVE  DEVELOPED.

Training  is concerned with the  teaching  of  specific, factual,
narrow - scoped  subject  matter  and  skills. It  is   a  formal
classroom  learning  activities.


Development  is  concerned  with  a  broader subject matter
of  a conceptual  or theoretical nature  and the development
of  personal  attitudes. It  comprises  all  learning  experiences,
both on  and  off  the  job, including  formal, classroom training.

Education is  the  act, process  or  art  of  imparting  knowledge  and  skill
thru
-instruction
-pedagogics
-schooling
-teaching
-training
-tuition
-coaching
etc etc

Education can be divided into many different learning "modes" but the learning modalities are probably the most common:
Kinesthetic learning based on hands-on work and engaging in activities.
Visual learning based on observation and seeing what is being learned.
Auditory learning based on listening to instructions/information.

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The   training  and  developments   has a  number  of benefits
to  the  individuals  personal development  as well  as  to the
organization.

Training  and  development  are  not  an  end itself,
it  is  a  mean  to  an end, through which  you  keep  the  
employees / organization  updated with  knowledge / skills
and  which  help  to  make  significant  contribution  to  the
organization  growth  and  development.

The   training  and  development ,

-helps  to  focus on  the  employees' work  and  personality.

-helps  to identify  the  needs  of  the  employees/ organization.

-helps  to  tailor  the  training  to  the  needs of  individual
employee.

-helps  to  provide  personal  attention.

-helps  to  correct  any variances  on the  spot.

-helps  to  counsel  employees    on the  spot.

-helps  to  build  the  skills/ knowledge  level  of  the
job  and  which  in  turn  builds  the  appreciation  of
the  job  itself.

-helps  to  tailor  the  training  according  to  the  demand
 and  potential  of  the  individuals.

-employees  feel, that  the  on the  job training, means
sincere  interest  in their  personal  development.

-helps  the  individual  to  learn  quickly  and  easily.

-helps  to  change  individual  attitude  towards the job.

-helps  to  change  individual  practices and  styles.

-helps  to  build  sensitivity   into  individuals.

-helps  to  create  a  work environment, where  the  employees
can  thrive.

-helps  to  build the  employees  from the  inside  out
*builds  the  feelings  of  belonging [ participation]
*Inducts  the importance  of  shared  values  [ environment ]
*Instills  into the  individuals  the  self  esteem [ recognition]
*Removes  the  feelings  of  uncertainty [ knowledge]
*provides  support  and  direction.

-the better  knowledge / skills   levels  mean  employees
 enjoy  the  job  and  are  more  productive.

-enjoyable  job  means  motivation
and  this  lifts  the  morale  / enthusiasm  of  the  employees.




IT  IS  THROUGH   LEARNING, THE  PARTICIPANTS
IMPROVE - DEVELOP  THEIR  CAREER  AND  THE
OUTCOMES  OF  THE ORGANIZATION.



1.T & D Broadens  the participants'  interests  /  awareness.

2.  T & D  broadens  the  participants' business  perspectives.

3.T & D  Exposes the  participants  to new avenues  of  practices  thoughts.

4.T & D  Prepares the  participants  for  greater  responsibility.

5.T & D Permits the  participants  to  greater interaction  internal/external channels.

6.T & D Helps  to  prepare participants  for  promotions  within  the  organization.

7.T & D Helps  to  prepare the  participants    for  additional  responsibilities.

8.T & D Helps to  provide  the  participants   with modern  practices/ techniques.

9. T & D Helps  the  participants     to  share  ideas concepts  with  others.

10.T & D  Helps  the  participants    to  accept / manage  new technologies.

11.T & D Helps  the  participants    to  accept / manage  new  processes.

12.T & D Helps  the  participants    to  accepts / manage  new  culture.

13.T & D Helps  the  participants    to  accepts / manage  new  OD programs.

etc  etc.

ALL  THESE  IN  TURN  HAS  A  GREAT IMPACT  ON THE  ORGANIZATION
RESULTS
-improves  the  organization  efficiency.
-improves  the  organization effectiveness.
-improves  the  organization  coordination.
-improves  the  organization   cooperation.
-improves  the  organization  productivity.
-improves   the  organization  revenue  results.
-improves  the  organization  profit/profitability.



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3 Site few examples of Indian companies, similar to XYZ mentioned above?

1.hindustan  machine  tools  ltd.
2.usha  martin  ltd
2.mafatlal  textiles
4.garware  plastics

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4 What would have been the drawback of the XYZ Company prior to 1991?
LACK   OF    TWO   FACTORS
1.LACK   OF  STRATEGIC  PLANNING  FOR  LONG TERM  GROWTH.

2.LACK  OF  SUSTAINABILITY   PLANNING / IMPLEMENTATION.
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management consulting process, management consulting career, management development, human resource planning and development, strategic planning in human resources, marketing, careers in management, product management etc

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18 years working managerial experience covering business planning, strategic planning, corporate planning, management service, organization development, marketing, sales management etc

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