..

A saga of an INDIAN TITANIC

TITANIC INDUSTRIES

Invested in a new processing plant

The company recruited

CHIEF ENGINEER

Both had extraordinary records and talents.

The companyGeneral Manager and Task of recruited a both had extraordinary record and Chief Engineer talents.
To recruit new technical, scientific and engineering personnel as part of expansion.

Results of Expansion Initial years, the company proved to be highly efficient and profitable.

Decision taken to expand the business, called for specialized organization, a new management structure.

y As per Company policy, they promoted

the original core team of Technicians

and Scientists
y HR stated that they were the assets of

the company and company did not want to lose them.

plant was working beyond its full capacity managerial style became more autocratic

inventory levels were too high products were becoming obsolete

losing the market share

company was approaching a crisis

POST EXPANSION

GM presented 3 YEARS BUSINESS STRATEGY

Are you confident

that you have got right level of managerial and commercial skills to set it through?

GM asked the HR Manager to prepare a Management Development Program.

Short term in-house program (WORKSHOPS)Essential skills for Junior Managers Priority Relationship between Managers TEAM BUILDING HRMS and Procedures

Practical training in appraisal skills for Senior Managers Introduction of new discipline and grievance procedures, a staff handbook. alterations to selection process. induction procedures. Training of senior managers at the Local Management Institute

In the first few months, the things went well

get it first or else

A call from Local Management Institute Poor level of attendance Attitude of some people appeared to be anti-theory especially when it came to the subject management of people. Production was already three months behind schedule. Poor design installation, errors and poor operator training.

Feedback of Consultants, who conducted team building workshop

y Existing gap between teams and Sr. Managers

- accused for being more autocratic and uncaring.

y Sr. Management Team alienated the middle and

junior management teams from all the most routine management processes.
y Communication

and team work was non-

existent.
y A need to do survey in regard to companys

culture and management style.

Six months have been elapsed since the implementation of the Management Development Program. The General Manager commented.. I know this would happen. We have got the wrong people to manage and until we change them we are wasting out time.

Possible causes of failure of TITANIC INDUSTRIES? And Solutions

S.W.O.T analysis individual and organization was not done.

y NO OUTSOURCING

IF YOU CANT DO IT YOURSELF

OUTSOURCE IT

y Right person at the right place at

the right time did not happen.

Right person Right time Right Place

y Inappropriate decision making.

DECISION MAKING

 Lack of transparency In policy and

process

TRANSPARENCY OF BURRIED FACTS

y Lack of foresight:

GM and PM didnt envisage future consequences

A TRUE VISIONARY FORSEES THE OPPORTUNITIES

Lack of effective communication

EFFECTIVE COMMUNICATION

Lack of quality in management

QUALITY CONTROL: SUCCESS

KEY

TO

No proper teamwork and co-ordination

TEAM WORK & CO-ORDINATION

WORK LIFE BALANCE

CONCLUSION
Recruitment is a continuous Process Learning is an Experience which never ends, all solutions are time bound and incomplete Solutions must be based on existing situations No case study ends with a permanent solution If we have a solution, there will be another case Except CHANGE ,everything is subject to CHANGE.

NEW HR MANAGER

GM NOW VP NEW RECRUITMENTS