Manufacturers of one of the oldest and largest telecommunication

Continued...In 2009 beginning, Suparshwa further introduced the concept of Key Results Area (KRA) for each functions of the firm, those were in line with the MBO. To implement KRA, he listed out the basic strength of the MTC.The illustrative list of strength submitted by him to Mrugesh indicated the product reliability, dealer network, engineering designs, timely adherence to the delivery schedule, and capability to support new design development.

Suparshwa realised that in spite of all these, MTC lacked clarity of purpose and strategic direction itself. Even though, MTC was established as a company involved in the manufacturing of products, the demand of level of products and outsourcing was sluggish. Though the turnover increased, profit percentages were not attractive. (Refer Exhibit: a and b).

In fact, over the years, several changes had been made in the organisational structure of MTC, to suit the changing requirements. The foremost change made at MTC was the implementation of Strategic Business Units (SBUs) concept in 2003. It was done to get the business focus.

As part of SBU strategy product management concept was introduced. The idea was to centralise the support mechanism required by the front-line staff in marketing and manufacturing. Thus, Marketing Service Department (MSD) was created with 10 coordinating managers and all orders were routed through them, since they co-ordinated the critical functions of production, planning, engineering, design and despatch. This exercise brought to light many things – there was no specialisation, direct sales were taking over dealers’ sales, each salesman was selling several products and versions convincing the outsourcer by selling several product processes, with neither due care about costs nor delivery schedule commitment in a scientific way. The convincing salesman had no authority to negotiate prices. The coordinating managers were providing a buffer. This awareness did help combat recession trends. Click here to read more...

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how does one assess a candidate’s job-related competencies?

Structured questions can serve as guidelines for conducting your interview and understanding a candidate’s suitability to the job’s specific needs. For example, a branch head for one of your sales offices may require certain skill sets different from those required by his counterparts at other locations. The reasons for this may be cultural or historical (factors that contributed to the success or failure of the previous incumbent), and understood only by you, your boss and your HR manager; in this case it will be useful to factor them into your interview plan.

The challenge for all recruiters is how to establish with a reasonable degree of certainty that they are making the correct choice. No recruitment system is failure-proof. Each individual is unique, but by focusing our efforts on looking for competencies relevant for the job, we can minimise the probability of making the wrong choice in selection.

Like all management decisions, judgement plays an important role in selection and the probability of decisions going right or wrong exists equally. The role of systems and practices is to improve the strike rate of correct decisions, which is the purpose of competency-based interviewing. Eliminate the temptation to make hiring decisions based on ‘gut feel’ or the apparent ability of a candidate to perform based on superficial criteria such as ‘personality’, an impressive résumé, or other criteria based on impression and personal liking. Read More...

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Not ambidextrous enough?

To form a government that pleases one and all, Netanyahu must discard some of his rigid ideologies

A whiff of fresh air is being experienced in Israel, after days of painful hostilities in the Gaza strip earlier this year. But apparently, the powers that be in Israel and the rest of the world are not too happy about these winds of change.

After Israeli President Shimon Peres invited Benjamin Netanyahu, the leader of the Likud party, to form the cabinet, the latter would be wondering if he was indeed the 'fortunate one'. Although he has been chosen, Netanyahu has six weeks to form his coalition government. And he needs a broader coalition to win international legitimacy. “We are all conscious that a right-wing religious alliance will put Netanyahu under pressure from the western nations, and he knows it as well. It’s not at all surprising that he is for a broad coalition,” Shmuel Sandler, an expert on the Israeli political system at Bar-Ilan university, told B&E.

However, all Netanyahu’s efforts to convince Kadima party head Tzipi Livni and Labour leader Ehud Barak to join his coalition have failed. One of the key reasons is his staunch, headstrong approach on contentious issues, like he seems to be rejecting the two state solution to resolve the Israel-Palestine conflict, which was endorsed by the world, including Israel itself in 2002.

Read more....

Source : IIPM Editorial, 2012.

An Initiative of IIPM, Malay Chaudhuri
and Arindam Chaudhuri (Renowned Management Guru and Economist).

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Heavy weight champ

Telang’s background in operations and his experience with the successful Commercial Vehicles business will be an asset

As Jack Welch once said, “If you pick the right people and give them the opportunity to spread their wings and put compensation as a carrier behind it you almost don’t have to manage them.” Ratan Tata has done exactly the same in Tata Motors, which is one of the key reasons why the company is the market leader in the Commercial Vehicles segment and more importantly, produces almost half of the Commercial Vehicles sold in the country. Well, P. M. Telang, Executive Director (Commercial Vehicles), Tata Motors would have a lot to do with that, for he is the man standing behind this success.

A Mechanical Engineer and an MBA from IIM-Ahemdabad, Telang has over three decades of experience in the automotive industry as he has been with Tata Motors since 1972. In his previous role as President (Light & Small Commercial Vehicles), Telang played a major role in ensuring a turnaround in the company through cost cutting and e-procurement. He is also serving as Senior VP (Operations), Pune currently. Overshadowing the success that the company achieved under Ravi Kant’s leadership will certainly not be a cake walk for anyone succeeding him. However, if we talk about the Commercial Vehicle segment of Tata Motors, Telang has been able to take its growth story forward very efficiently. And industry insiders believe that if Telang takes charge; it will surely set the stage for the next phase of growth for Tata Motors. And as auto expert Murad Ali Baig asserts, “The person taking charge of Tata Motors after Ravi Kant leaves should have an in-depth knowledge of the automotive industry apart from the basics of management and finance.”

Read more......

Source : IIPM Editorial, 2012.

An Initiative of IIPM, Malay Chaudhuri
and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.
 

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I just can't wait to be King!

Not a single seat won yet, but the PM candidates are ready

The final outcome of 15th Lok Sabha is still unclear, but, in his eagerness, L. K. Advani had already passed a proposal of becoming future PM six months ago in an NDA meeting and even started meeting titans of industry. However, with the assembly poll debacle in Delhi and Rajasthan; the confidence of the saffron brigade has ruptured. On the other hand, Left parties, who were aggressively pushing for Mayavati as future PM, now, feel that it is quite difficult to build a consensus on Behanji.

An internal survey by BJP and RSS reflected that the party might get 96-106 parliamentary seats in the coming Lok Sabha elections, much below the former tally of 113 seats. Even upper house members of the party were advised to participate in the coming elections to improve poll prospects. But the real drama unfolded when former VP Bhairon Singh Shekhawat showed his desire to participate in the upcoming elections.

Read more.....

Source : IIPM Editorial, 2012.

An Initiative of IIPM, Malay Chaudhuri
and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.
 

Zee Business Best B-School Survey 2012
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IIPM IN FINANCIAL TIMES, UK. FEATURE OF THE WEEK
IIPM strong hold on Placement : 10000 Students Placed in last 5 year
IIPM's Management Consulting Arm-Planman Consulting
Professor Arindam Chaudhuri - A Man For The Society....
IIPM: Indian Institute of Planning and Management
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IIPM B-School Facebook Page
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