Upload
batulbharmal
View
127
Download
2
Tags:
Embed Size (px)
Citation preview
CHAPTER :11ACHIEVING INTERRELATIONSHIPS
Presented byBatul Bharmal
Pankaj ChaudhariShivkala Vasava
Vishal Gandhi
Content….
Interrelationships….??? Impediments to Achieving Interrelationships Organizational mechanism for achieving
interrelationship horizontal structure Horizontal system Horizontal human resource practices Horizontal conflict resolution process
Interrelationships….???
Example: If TATA agrees with KORUS to share the
Technology or Production division etc. then its called the Interrelationship.
Type of Interrelationship 1.Tangible interrelationship(production
equipment) 2.Intangible interrelationship(expert) 3.Competitor interrelationships(market
share)
Impediments to Achieving Interrelationships
Tangible interrelationship require BU to share activity in value chain with other with remaining a separate entity.
Can raise cost. Business units view each other as a
rivels competing for limited resources and management attention.
Sources of impediments
A symmetric Benefit An interrelationship leave negative
impact on Business unit but Beneficial to the firm as a whole.
Difficult to agree Business unit to work together
Loss of Autonomy and control
Some of the common source of resistance include..
Protection of TurfManager don’t want to give up powerPerceived dilution of buyer
relationshipConcerned with loss of buyer by sister
company or damage their imagee.g. stockbrokers
Inability to fire a sister division
More controllable to deal with outside company
Conflicts inside and outside firm can be “fired”
Conflicts over priorities in shared activity
Shared activity create conflicts
e.g. engineers allocation on different department
Unfair blame for poor performance
Managers evaluates the result and business unit manager fears about the blame game.
The business unit autonomy is a key to firms success
Trained and promoted those managers who performed well in this environment.
Biased incentive systems Some incentive system problem encourage
the formation of outside coalition not with sister unit.
Some of the way in which incentive systems work against interrelationship include… Lack of credit for contribution to other unitsDifficult to measure BU’’s contribution in
firmManagers not give performance if they are
uncertain to receive credit for them. Measurement biasesThe measurement of revenue, cost and
assets and allocation
Differing business unit circumstances
E.g. Tata & korus Strong business unit identities Differing cultures Management differences Differing procedure Geographic separation
Fear of tampering with decentralization
Reasons….. Dampening entrepreneurship Desire for a consistent organization Difficulty of measuring performance Fear of providing “Excuses”
Interrelationships and equity
Fairness principle
The managers complaint about the reward given to other who does not perform well
All business units must agree on interrelationships.
Difference in impediments among firms
Greatest difficulty in following condition
Highly decentralized firms with many small business units
Firms with a strong tradition of autonomy Firms built through the acquisition of independent
company Firms that have made little or no effort to create a
corporate identity
Firms which little or no history of interrelationship.
Organizational mechanism for achieving interrelationship
Business unit manager must the benefits and compromises which is not possible without in-depth knowledge.
Not occurred by incidents Frustrated with conflicts Organization structure is horizontal &
vertical
Horizontal organization categories
1. horizontal structure
Groping of business units Interdivisional task force
Partial centralization
Grouping business units
Group or sector in which number of business unit reports to single executive
The single most powerful device for focusing attention on and reinforcing interrelationship
All business unit reports to single group or executive the all problems will solved
The group strength varies from group to group.
To manage, process of balancing the overall competitive advantage against cost.
Role of the group executive Must become the chief strategic officer of
the group In depth knowledge in group is necessary
Partial centralization It is common in activities such as
procurement, sales & logistics etc. It is desirable to Report to a line manager Require proper structure and awareness
about how it is valuable to firm
Other cross business unit organizational mechanisms
Important devices to serve this purpose
1. market focus committees 2.Technology, channel and other
interrelationship committees 3.temporary task force
Managing cross business unit organization
cross business unit organization must report to senior executive to provide information
Headed by credible executives Influence their unit to work Help to overcome the other
impediments to interrelationship
Horizontal system
Management systems with a cross business unit dimension
Horizontal strategic planning
Horizontal procedure(pricing, purchasing, hiring)
Horizontal incentives.(Involve group rather than the individual manager)
Horizontal human resource practices
human resource practices that facilitate business unit cooperation, such as cross business unit job rotation, management forums and training.
Personal rotation among business unit Some firm wide role in hiring and
training Promotion from within Cross business unit forums and meeting Education on interrelationship concept
Horizontal conflict resolution process
The corporate role in facilitating interrelationship
Interrelationship and mode of diversification
THANK YOU