Chapter - 1

1. Industry Profile a. Global Scenario b. Indian Scenario c. Key players in the industry - market share analysis, their key strategies d. PEST analysis

a.

b.

c.

Global Scenario of the industry need to be explained in terms of present performance and expected growth in industry (Growth Prospects) Indian Scenario of the industry need to be explained in terms of present performance and expected growth in industry (Growth Prospects) Key players in the industry - Major players at global, national and regional levels, Market Share analysis in India and their key strategies.

d. PEST Analysis
Political Factors : Political factors include government regulations and legal issues and define both formal and informal rules under which the firm must operate. Some examples include: operate. include: Economic Factors: Economic factors affect the purchasing power Factors: of potential customers and the firm's cost of capital. The following capital. are examples of factors in the macro economy: economy: Social Factors :Social factors include the demographic and cultural aspects of the external macro environment. These factors affect environment. customer needs and the size of potential markets. Some social markets. factors include: include: Technological Factors : Technological factors can lower barriers to entry, reduce minimum efficient production levels, and influence outsourcing decisions. Some technological factors include: decisions. include:

Chapter - 2


Company Profile
           

a. Background and inception of the company b. Nature of the business carried. c. Vision, Mission, and Quality policy. d. Product/service profile and markets e. Area of operation-Global/National/Regional operationf. Ownership pattern g. Competitors information h. Infrastructure facilities i. Achievements / awards if any J. Work flow model (end to end) k. Future growth and prospectus m. SWOT Analysis

2. Company Profile


A. Background and inception of the company

Who founded?  When it was founded?  What was the business philosophy?  What were business objectives?


2. Company Profile


B. Nature of business carried

Manufacturing  Services  Trading  NGO  Profit / service / co-operative co

2. Company Profile


Vision, Mission, Quality Policy

Mission statement  Vision of the company  Quality policy Statement


2. Company Profile


D. Product / Service profile

Major products of the company with specifications  Services offered by the company


2. Company Profile


E. Area of operation
Global: Manufacturing locations abroad and markets served, Marketing offices abroad, or exports to various countries  National: State in which manufacturing facilitates are located, marketing offices, market shares  Regional: Regional markets


2. Company Profile


F. Ownership pattern
Type of company: Private or Public? Single owner, partnership, Private limited or Public limited? Public sector-Under ministry or sectorcorporation or public limited company, Joint venture.  Major share holders, and shares held  Board of Directors


2. Company Profile


G. Competitors information
Major competitors product or service vise  Market shares of each player


2. Company Profile


H. Infrastructural facilities
R & D facilities  Manufacturing facilities  Office automation  Utilities  Welfare facilities  Training facilities


2. Company Profile


I. Achievements / awards if any

Major achievements including market leadership, inventions, patents etc  Any quality certification-ISO 9000, QS 9000, certificationISO 14000  Awards- Business excellence awards, Quality Awardsawards


J. A workflow consists of a sequence of connected steps. It is a depiction of a sequence of operations, declared as work of a person, a group of persons, an organization of staff, or one or more simple or complex mechanisms. Workflow may be seen as any abstraction of real work. For control purposes, workflow may be a view on real work under a chosen aspect, thus serving as a virtual representation of actual work. The flow being described often refers to a document that is being transferred from one step to another.


k. Future growth and prospects in terms of sales and expansion m. SWOT Analysis

SWOT analysis
 

A scan of internal and external environment is an important part of strategic planning process. Environmental factors internal to the firm are classified as Strengths or weaknesses, and those external to the firm are called opportunities and threats. SWOT analysis provides information that is helpful in matching the firms resources and capabilities to the competitive environment in which operates.

SWOT analysis


Strengths
Patents  Strong brand names  Good reputation among customers  Cost advantage  Resources  Distribution networks


SWOT analysis


Weakness
Week brand name  High cost  Low reputation  Resource constraints


SWOT analysis


Opportunities
Increasing customer demand  Emerging markets  Removal of trade barriers  Better technology  Growing industry


SWOT analysis


Threats
Shift in consumer tastes  Substitute products  New regulations  New players  Trade barriers


Chapter - 3 7 S Model
The 7 S framework of Mckinsey is a model that describes how one can holistically and effectively organize a company.  Together the 7 factors determine how a corporation operates.


7 S Model
Managers should take into account all seven of these factors, to be sure of successful implementation of a strategy. Large or small.  They are all interdependent, so if you fail to pay proper attention to one of them, this may effect all others as well. On top of that, the relative importance of each factor may vary over time


7 S Model
The Seven-Ss is a framework for Sevenanalyzing organizations and their effectiveness.  It looks at the seven key elements that make the organizations successful, or not:


Origin of the 7-S Framework. 7

The 7-S Framework was first mentioned in "The 7Art Of Japanese Management" by Richard Pascale and Anthony Athos in 1981. They had been investigating how Japanese industry had been so successful. At around the same time that Tom Peters and Robert Waterman were exploring what made a company excellent.

Origin of the 7-S Framework 7The Seven S model was born at a meeting of these four authors in 1978.  It appeared also in "In Search of Excellence" by Peters and Waterman, and was taken up as a basic tool by the global management consultancy company McKinsey.  Since then it is known as their 7-S model. 7

7 S Model

McKinsey 7-S Model 7      

Strategy Structure Systems Style Staff Skills Shared values

McKinsey 7-S Model 7

Staff: Staff: The number of staff, How people are hired, integrated, developed, socialized into the organization. Skills: Skills: Distinctive skills, capabilities, and competencies that reside in the organization. Strategies: Strategies: The initiatives that the organization has chosen to gain sustainable advantage and reach its vision.

McKinsey 7-S Model 7

 

Structure: Structure: The organizational structure, roles, and other framework the organization uses to guide its activities. Systems: Systems: The formal and informal processes and procedures that support and govern activities. Style: Style: The leadership approach of top management. Shared values: The guiding concepts and values: principles used to guide behavior in the organization.

McKinsey 7-S Model 7      

Strategy The Hard Ss Structure The hard elements are factual and easy to identify. They can be Systems found in strategy statements, Style corporate plans, organization charts, and other documentation Staff Skills Shared values

McKinsey 7-S Model 7      

Strategy Structure Systems Style Staff Skills Shared values

The Soft Ss
The soft elements are difficult to describe since they are continuously developing and changing. They are highly determined by the people at work in the organization.

7-S Model The Hard Ss



Strategy


  

Actions a company plans in response to or in anticipation of changes in its external environment It is determination of the mission or purpose and longlong-term objectives of an enterprise, followed by adoption of courses of action and allocation of resources necessary to achieve these aims. Mission Major objectives Strategic intent

Strategy
 

   

Strategic intent-The commitment to win in the intentcompetitive environment The company's chosen strategic direction has a large influence on how the organization will be structured and how it will behave in the future. Marketing Strategy-Diversification, Expansion, StrategyProduct mix, Pricing strategy ProductionProduction-Outsource or In-house InHR strategies Joint ventures, Alliances, Collaborations

Structure
 Structure  Basis for specialization and coordination, influenced primarily by strategy and by organization size and diversity

Organizational structure should follow logically from its intended strategy.  It also suggest that the two components, structure and strategy, are interactive and will influence each other


Organizational Structure


Organization Chart
formal reporting relationships  levels in hierarchy  spans of control  departmentalization


Systems to facilitate:
coordination  communication  integration


Structural Designs


Functional Structure


Can adapt functional structure with horizontal linkages

   

Divisional Structure Geographical Structure Matrix Structure Horizontal Structure / Product Line Structure Hybrid Structure

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Other Organizational Forms

    

Joint Ventures Licensing agreements Strategic Alliances Virtual organizations Global (transnational) Work Teams

Virtual Teams


Virtual Teams are characterized by:

  

Distributed locations of team members Use of information technology to accomplish tasks Effective when:
Communication & collaboration skills are high.  Trust among team members is high


 

Organizations are increasing their use of virtual teams Potential for improvement in virtual team management is huge

Systems

   

Systems
Systems refer to the internal procedures and routines that the company uses in its every day business. The processes and procedures through which things get done from day to day (a very powerful S) The systems can be formal or informal systems and are really what makes the business function. Examples are capital budgeting systems, recruitment procedures and informal networking.

Systems various elements

     

Communications practice and system Management reporting system Approval process Planning/budgeting system Rewards system including appraisal Rules

7-S Model The Soft Ss



Style :Management style: what managers do rather than what

they say (where they spend their time and attention, what they allow, what they reward, etc) Management style is a key element in the behavior of organizations but this is a rather tricky concept when it comes to measuring it objectively. The way managers collectively behave with respect to use of time, attention and symbolic actions (a very powerful S)


Leadership Styles
  

Autocratic Democratic Participative

Staff


   

The staff component is central to the organization and it overall performance of course - the model recognizes this and tries to chart the main influences on staff systems and development The organization's human resources; refers to how people are developed, trained, socialized, integrated, motivated, and how their carriers are managed. Recruitment Selection Placement Training and Development

Staff


Numbers and types of personnel within the organization

Technical  Non-Technical Non Managerial


Skills
Skills refers to what are the key skills and capabilities within the company. What is the company good at?  Peters and Waterman recognized IBM for its ability in the area of customer services and product innovation  Distinctive capabilities of personnel or of the organization as a whole


Skills
Core competencies- CK Prahlad competencies Can not be imitated  Developed through continuous improvement  Strength of the organization


Shared values


originally called super ordinate goals; the guiding concepts and principles of the organization - values and aspirations, often unwritten - that go beyond the conventional statements of corporate objectives; the fundamental ideas around which a business is built; the things that influence a group to work together for a common aim.

Shared values
What does the organization stands for and what it believes in.  Central beliefs and attitudes.  Guiding concepts, fundamental ideas around which a business is built  Values define what is and isn't acceptable they become organization's code of behavior


Shared values

McKinsey 7-S Model 7      

Strategy Structure Systems Style Staff Skills Superordinate goals

Effective organizations achieve a harmony between these seven elements; if one element changes, then this will affect all the others

McKinsey 7-S Model 7      

Strategy Structure Systems Style Staff Skills Super ordinate goals

The 7-S Model can be a 7valuable tool to initiate change processes and to give them direction; i.e. determine current state and ideal state of each element, and develop action plans to close the gaps

McKinsey 7-S Model 7      

Strategy Structure Systems Style Staff Skills Super ordinate goals

In change processes, many organizations focus their efforts on the hard Ss; however, the soft factors can make or break a successful change process. All factors must be accounted for. for.

McKinsey 7-S Model 7      

Strategy Structure Systems Style Staff Skills Super ordinate goals

 

Interrelated Foundation of corporate culture Levers available to management

Strengths of the 7-S Model. 7Benefits

Diagnostic tool for understanding organizations that are ineffective.  Guides organizational change.  Combines rational and hard elements with emotional and soft elements.  Managers must act on all Ss in parallel and all Ss are interrelated.


Questions: Strategies
What are the organizations strategic initiatives?  Are strategies aligned with and supportive of vision?  Is there sufficient clarity of the strategy for people in the organization to plan and implement?  Is there shared understanding and agreement on the set of strategies?


Questions: Strategies
Are there sufficient resources in the organization to fully address strategies?  Is there fully accountability/ownership for each strategy?  Is the outcome for accomplishing the strategy clear? (reward)?


Questions: Structure
     

Is the organizational structure appropriate given the strategies and objectives? Are the roles clear and defined well enough to ensure accountability? Are the reporting structures realistic, practical, and clear? Where is the connection to customers? Does the floor plan/physical layout facilitate communication and interaction? Are the job descriptions and levels structured to support career development?

Questions: Systems
 

What information systems are in place? Are they effective and being used? What communication systems and tools are needed? Do people have access to communication channels? Do they have enough information to make good decisions? Are the rewards and recognition systems aligned with the vision, strategies and objectives? Do employees have clear work objectives? Are they receiving regular performance feedback? Are there sanctions for those who do not reach their goals?

Questions: Systems
Does business have effective planning systems? Do the plans effectively support in reaching strategies and objectives?  What measurements systems are in place to make progress and problem areas visible to top management?


Questions: Style
 

How effective are the leaders and leadership style? What is the predominant model for decision making? Is it aligned with organizations values? Is it effective given the nature of the decisions and needs of the organization? How do leaders react under crisis? Does the leadership style vary depending on situation? Is leadership style effective in each situation? Are the leaders effective role models for the rest of the organization?

Questions: Staff
   

Is the number of people appropriate for the amount of work? What is the process of integrating new people into the organization? Do the people feel part of the team? Where are the people located geographically? Are they close to customers? Close to the work? What is the social network in the organization? Is it strong or week? Do the employees see other employees as partners or adversaries? What are the mechanisms to create a sense of team work? Is the work of an individual effort or team work that requires strong partnering?

Questions: Skills
 

  

What technical skills are needed in the organization? Where do these skills gets developed? What type of communication skills are needed? Oral, written, both etc. Are these skill requirements built into the selection process? What management skills are required for a manger to be successful? Is it expected that a person learn these elsewhere or within the organization? What are the rewards for effective people management? What incentives are provided for building new skills? How is the skill development managed within the organization? Is that individual driven or does the organization (or manager) drive?

Questions: Shared Values

 

 

How clear are the organization values? Are they stated or unstated? How does organization gain alignment or organization value with individual values? Are these disconnects? How are these reconciled? Do the values align with the organizations mission and objectives? Are there rewards for behaviors that align with values? How are the situations handled where there has been breach of values? How are the values communicated? Are the values universal or do they work best for certain groups and geographies?

A review of choices in design

 

 

Changing organization design is a long-term process longNeeds commitment from the leadership team to provide the necessary resources (e.g. time, money and people) for successful implementation Design choices impact on business performance Use a high performance management model so you make deliberate design choices that engages and energizes people to be at their best

Chapter - 4
A study of key business level functions and processes
a. b. c. d. e.

The Marketing function The Operations and quality function The Finance Function The Human Resource Function Enterprise level initiatives like Six sigma, ERP, JIT, CRM, Logistics & SCM, Shared Service Centers,

The Marketing function

The operations function is important to a firm because it affects directly the output that satisfies cusomters. Explain, with the help of a model, how cusomters. customers can be satisfied through an efficient operations functions. Organizations exist or are viable because they provide some form of satisfaction to the customers. It can be tangible products or services that provide the level of satisfaction.

Chapter Scheme:
           

Cover Title Page Certificate from Mentor Certificate from Organization/Firm Acknowledgement List of Tables and Figures List of Appendices Contents Page Chapter 1: Introduction to the study & Industry Profile Chapter 2: Company profile Chapter 3: Organisational Design Chapter 4: Business Level functions and Processes: The report should highlight process flows (using suitable tools such as flow charts wherever necessary, departmental functions, unique practices, policies and procedures) Chapter 5: Findings, Conclusions and Recommendations

Report Format
    

MS Word A4 Size 1 margin on all sides 14 for sub-headings sub16 for headings The report should be computer printed out in Time New Roman font - size 12 & Line Spacing 1.5. The report has to be Spiral bound. Two copies of the report have to be made, of which one copy has to be submitted to JBS