RE: Re: [MTC Global] Corporate Lesson: The Washerman, Dog and Donkey

I believe times are changing in the corporate functioning now . Instead of pyramid organization structures, we now have flat organizations with less number of command layers and more cost/profit centers . There is more transparency, accountability, fast decision making and freedom to take decisions in this kind of structure hence they are more efficient.

Regards

Virendra Goel

 

From: join_mtc@googlegroups.com [mailto:join_mtc@googlegroups.com] On Behalf Of Prabhakar Waghodekar
Sent: Sunday, April 28, 2013 5:58 PM
To: join_mtc@googlegroups.com
Cc: akaash.gulati@gmail.com
Subject: Re: Re: [MTC Global] Corporate Lesson: The Washerman, Dog and Donkey

 

Dear All,

Broadly workforce can be categorized in to:
1.
Top Management
2.
Middle management
3.
Rank and file.

This calls a paramedical structure a very few at the
top and many more at the bottom. The organization
needs desirable performance from each category.

ABC Analysis can be equally applied to relate their
worth with contributory performance. Compensation is
linked with job worth. Obviously there have to be some
star performance, the number is always very limited,
Though every body cannot be a star performer, the
contribution of others is of no less worth.

The compensation is linked with the type services one
renders. No doubt, there is human tedency that those
who are dependable are loaded more resulting into
sometimes quitting the jobs or so.

This is a part of game. One will have to balance the
things optimally.

Regards.

Yours,

_______________________________________________

On Sun, 28 Apr 2013 15:40:31 +0530 wrote
>Hi All 

I had following observation during my 5 years of
corporate stint ,which might be the other way
round 
1- There is always a 20/80 (Pareto law) applicable in
almost all the organisations, where 20% of the people
contribute the maximum to the company ,these people
are the star performers.
2- Sometimes organisation rather
than focusing on this 20% keep on focusing
 80% and trying to make them more efficient thus
wasting their time and resources.3- These Star
performers are anyways loaded with lot of work (as
other 80% is always busy in getting trained)as people
expect them to work anyways and take them for granted.
4- These Star performers in the heap of maintaining
the same level of success/growth
 keep stretching their limits and
thus also impacts their personal life.Thus dejected
they keep on looking out for a change and for
better importunity/ Job rotation.

However I agree with Mr Sodhi that this may vary from
organisation to organisation, however these star
performers refrain from sticking to one company for a
very long time (reasons may be varied) as their
satisfaction level is not met.

Above is just the problem of how the human resource is
managed ,this certainly calls for a change in the
corporate mindset of how to actually tackle the issues
faced by these high performers and focusing on them
since they are the one who are contributing the most
to the organisation ,fulfilling their needs
,understanding their behavior ,nurturing them and thus
making policy around them rather then the other way
around .Thus this calls for a change in the attitude
of companies regarding the way they deal with these
high performers.

Suggestions welcomed -
Thanks Akash





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Regards,

Dr P H Waghodekar
Advisor (HR), IBS & PME (PG)
Marathwada Institute of Technology,
Aurangabad: 431028 (Maharashtra) INDIA.
(O) 02402375113 (M) 7276661925
E-Mail: waghodekar@rediffmail.com
Website: www.mit.asia

Engineering & Management Education: An Engine of Prosperity.

Classroom teaching must match with Boardroom needs!

 

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