Secondary Group Submission

Avishek Bhattacharjee – XHA23006

Debasis Rout – XHA23010

Shayanti Mondal – XHA 23025

How structure is contributing to the problems which are mentioned here?

Submission:
1. At the plant level, there is no integration of sales function. Sales
departments functions as a separate entity at the Regional Level.
Thus, there is little integration between Sales and Production Team
which restricts continuous flow of information on customer feedback.
2. The focus of the plant level employees is to attain production targets
which is linked to their bonus. The Controlling heads at the level of VP
do not have direct control over the plant level functional heads. The
VP Quality does not have a direct control with plant quality head who
reports to the Plant Head – thus, he is likely to be more aligned to the
controls of the Plant Head. Plant Head aims for increasing product
which is executed by the Asst. Plant Manager and hence, his say will
receive larger portion of the plant head’s ears.
Thus, the structure of the organization is contributing to the problems as
raised in the question.

What improvements in structure you recommend for addressing these

problems?
Submission : The Plant Level functional heads should have a dual reporting
structure, one to the Plant Head and the Other to the corporate Functional
Heads (i.e., VPs). Ideally a non-complex matrix structure will be beneficial.
Sales function should be integrated at the plant level also and Plant Head
should also be made accountable for Quality. The General Manager (Sales)
should report to the VP (Sales & Marketing) too.
How will you apply star model to address the mentioned problems?
1. Structure: Creation of a Matrix Structure so that there is alignment of
the functional teams at the plant level with the functional heads at the
Regional Level. Same aspect to the followed at the Regional Level to
make people in sync with the functional heads at the Corporate Level.
2. Strategy : Plant Level Head to be made liable for Quality.
3. Process : SOP to be created on production processes, quality
maintenance and cost aspects which needs to be adhered and
monitored at all levels through internal checking, quality audits,
customer feedback etc.
4. Reward : Bonus should have a bearing on attaining targets as well as
conformance to the quality criteria (for example : rejection rate etc).