EMBA Class 2012-2013

MGMT 907 - Managing Human Resources

Mithat KOC

020120255

mithat.koc@gmail.com

Course Notes II

Integrating the Organization

1. Culture and the Informal/Voluntary Network

2. Formal Teams

3. Integrators

4. Matrix Design

5. Cells and Networks

2d -Assess Internal Fit : Systems

Which systems optimize the employee performance

-To keep the employee in the loop...

Recruitment

Performance appraisal

Rewards

Additional sys (inform. Mang.)

2d -Assess Internal Fit : Culture

Culture : values

Climate : Practice

Key Themes

Dominant culture vs sub cultures

Espoused versus real cultures

Case Nestle , espresso is a completely different organization .

ALTO CHEMICAL EUROPE (ACE): ORGANIZATIONAL CHANGE CASE STUDY

Stabilizer market situation

Shrinking ,

Drop off in consumption

600.000 tons x 1.000$

prices vary to month

30% over capacity

competition

KEY STRATEGIC ELEMENT

1 Profitability $40 to $80 (4% to 8%)

2 Price Leadership (set by HQs)

3 Non-price sensitive acc.

- wire/cable (2% contribution to cost = 4% of 2% for these customer)

- small / medium

4 Raise volume

5 Tin (we have it)

6 Give customer expertise

Sales Management Reponse - Ideas (Dramatic change in behaviour)

More work , new customer aquisition , convert to tin

Accept loss of price authority

Service oriented selling

Incentives (not based on volume any more)

What should Graaf do to pursuade the Sales Management ?

Change reward system

Explain the why ( face to face meeting)

costs of old strategy / behaviours versus benefits of the new strategy

Numbers (data)

Questions

Keep track /HQ Sales information exch.

time for

executing

pro-active reactive crisis

apply pilot project

Urgent Analysis

MINETTI , CORCEMAT CASE STUDY

Comments about the Case study (Class Ideas)

Family Business silos

over staffed resistance to change

hot customer oriented 1993 Corcemat , 1998 Minetti --> Rel w. Holcim

prior competitiors

divided by strong unions

inf. Not wide shared (Minetti a bit more)

Minetti : more prof managers

Corcemat: more family members

lack of corporate governance

DAY4

Employee Performance = Motivation

"having to do it"

Skills

"Can they do it"

Ability

TrainingReward

Leadership(meaning)

Goals

(Constraints)

Environment

Argentina : Their locations 50%

growing in Argentina

Socialist environment

employees well educated

Analysis of Minetti Case for Kotter's Eight Steps

Establish a sense of urgency

Job-loss ongoing repetition (ECOMAN)

feels the crisis fast şb a nerger/crisis

how to be efficient

Form a powerful guiding coalition

top mngt. team : two companies,expats create teams

ECOMAN : employees buy in union

alligned w/ Holcim

Create a vision

Common goals : sustainability, clients, people , procurement , profitability (People and process)

Communicate the vision

Mngmt. Of Layoffs : generous packages

Shopfloor teams

whatever Bühler does , employees will interpret

ECOMAN , share the management point of view

Empower others to act on the vision

Leadership devp.

Show and share

process changes (break down of the silos)

let go of mgts. Who do not buy in

Plan for and create short-term wins

attitude increase over time Avoide strikes

end of 2000

phases

Consolidate improve-ments and produce more change

Optimization 2000-2001

Institutionalize new approach

Sharing best practices

PMA project strucuring to remove the "copy paste" culture

Changing the Corporate Culture

dont ask the employees "who made this" , ask "why this happened"

Renault-Nissan Aquisation

1999-Nissan situation

You don't need to tell the people about the situaion they already know the bad situation

Listen to what people say , why are we in this situation , what needs to be done

what you can do in your area in order to solve the problem

:) "Asking people to do things they don't want to do" - management

how do you make them to do this and increase the motivation - Leadership

there are lot of things in Japant that "You can not ....."

Carlos Ghosn of Nissan/Renault: Look Ahead, Dont Stand Still

Video http://www.youtube.com/watch?v=yChtop17sd8

Decisions for Renault always taken in France , Decisions for Nissan always taken in Japan

ELISE SMART : PERFORMANCE MANAGEMENT - CASE STUDY

What factors should Elise Smart Consider in deciding what performance assessment to give Darlen Ketchum?

Skills

Manager Skills

able to manage time

individual capability

Motivation

Ketchum have clear expectations ? Goals / vision

Did ketchum have clear understanding got goal importance

Each of feedback / directions , clear steps

resists proper balancing ,

Constraints and Resources

Resources (enough time)(Pregrancy)

Did Smart give enough help

Can she expect team member help

Problems: The way problems are treated reflects your corporate culture

Behaviors: Start by changing what people do, not what and how they think

Organizational Design: Give people the means by which they can successfully do their job.