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transcript
Project Report
Organizational Behavior II
Attrition
Is personal gain scoring over professional
commitment?
Submitted By Sumeet Pai (ePGP-02-081)
Tushar Govalkar (ePGP-02-086) Sandhya Vidhyasagar (ePGP-02-065)
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Table of Contents Abstract ................................................................................................................................................ 2 Introduction ......................................................................................................................................... 2 Key Concepts ..................................................................................................................................... 3
Organizational Theory ............................................................................................................. 3 Organizational Structure ......................................................................................................... 3 Organizational Culture ............................................................................................................. 3 Organizational Design ............................................................................................................. 3 Organizational Change ............................................................................................................ 3 Relationships among Organizational Theory, ................................................................... 4 Structure, Culture, Design and Change ............................................................................... 4 Importance of Organizational Design and Change .......................................................... 4 Consequences of Poor Organizational Design and Change Process ........................... 5 BIDW ........................................................................................................................................... 5
About The Company ........................................................................................................................ 7 Current Organizational Design and Change at IDG ................................................................ 9
Authority and Control .............................................................................................................. 9 Specialization and Coordination ......................................................................................... 10 Culture ........................................................................................................................................ 11 Strategy ...................................................................................................................................... 12 Competence and Technology ............................................................................................... 14 Decision Making Process ...................................................................................................... 15 Innovation.................................................................................................................................. 16 Conflict Management, Power and Politics ....................................................................... 16
Challenges for ABC due to High Employee Turnover ......................................................... 17 Low Project Win Ratio .......................................................................................................... 17 Partnership Value .................................................................................................................... 18 Low Moral of the Employees .............................................................................................. 18 Low Quality Hiring ................................................................................................................ 19
Influence of Organizational Design and Change in light of Personal Growth ............... 20 Low Brand Image .................................................................................................................... 20 Fragile Organization Structure ............................................................................................ 21 Low Emphasis on Organization Culture ........................................................................... 21 Less Focus on Innovation ..................................................................................................... 21 Reactive HR Group ................................................................................................................ 21
Proposed Employee Retention Framework for IDG ............................................................. 21 Brand Building ......................................................................................................................... 21 Alliances .................................................................................................................................... 22 Standardization ........................................................................................................................ 22 Beneficial Stakeholder Relation .......................................................................................... 22 Inculcate Organization Culture at all Levels ................................................................... 23 Organization Re-structure ..................................................................................................... 23 Productive Human Resource ................................................................................................ 23 Inculcate Innovation at all levels......................................................................................... 24 Building Customer Relationship ......................................................................................... 24
Conclusion ........................................................................................................................................ 24
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Abstract
Like all other industries, IT industry has also come a long way to establish itself as an
important sector which contributes substantially in the economical growth of many
countries. Led by the intellectual power, the IT industry is the market where-in world class
companies are competing with each other to provide world class services to its customers.
Although the year 2009 was not so good for this industry and it is expected to recover fast
from the recession. IDC (International Data Centre) predicts 3.2 percent growth for the year
2010, returning the industry to 2008 spending levels of about U$1.5 trillion.
It is imperative that the companies have to be aligned to the ever changing technological
challenges with an eye on providing cost-effective solutions to the customers. In addition to
this, to stay ahead in the competition, the company needs to aggressively look at
organizational design and change which will assist in creating better value for the
customers and for the shareholders which in turn will allow the economy to grow as whole.
In this paper various aspects of organization design and change are discussed in relation to
its impact on one of major IT Company ABC1 and a business unit in particular – Business
Intelligence and Data warehousing (BIDW) from India Delivery Group (IDG). At present
IDG is facing very high attrition in its BIDW group and would like to understand the
reason for the same.
In arriving at the reason for high attrition rate, we will focus on understanding the kind of
organizational design and change process, ABC has. We will also look at the fact that the
influence of organizational factors, in anyway, contributing to the high attrition rate for
ABC or the employees are taking advantage of market situation and willing to compromise
on professional ethics for personal growth.
Introduction
Being a major IT company in the world, ABC; it is expected that the processes and the
policies will be a major driving factor for its business growth and market expansion.
But rapidly changing technological environment and very fiercely competitive IT market
made it impossible for any company to stay at the same level forever. The current scenario
in IT industry is such that every company is more or less capable to deliver a solution
expected by the customer so how to differentiate which one is the best and optimal
solution, which provides value and long term benefits to the customer.
The differentiator factor has made all the companies to look at the way it projects itself as
one stop solution shop and gain confidence of the customer that it is more than capable to
provide the solution. Some of the major IT companies including MNCs have aggressively
worked on differentiator factor and are able to achieve good success but companies like
ABC , even though, a very much respected for the solution it provides in US and Canada, is
1 The name of the company is changed due to confidentiality reasons.
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not able to substantiate that is capability in IDG is good as well. One of the major reason
for this is being the high attrition rate.
Being a profit center of IDG, IDG has to do its own efforts to bid for IT assignments and
subsequently provide solutions once the assignments are delivered by one of its internal
team. IDG is managed to sustain the growth in some of its core areas but one of the areas
called BIDW, it is facing major challenges in establishing itself at par with other major IT
service provider.
We will examine various aspect of organization design and change in relation with high
employee turnaround in this area for IDG and evaluate the workable employee retention
framework.
Key Concepts
Let us look at some of the key concepts of organization design and change
Organizational Theory
The study of how organizations function and how they affect and are affected by the
environment in which they operate
Organizational Structure
The formal system of task and authority relationships that control how people coordinate
their actions and use resources to achieve organizational goals
Organizational Culture
The set of shared values and norms that control organizational members’ interactions with
each other and with suppliers, customers, and other people outside the organization
Organizational Design
The process by which managers select and manage aspects of structure and culture so that
an organization can control the activities necessary to achieve its goals
Organizational Change
The process by which organizations move from their present state to some desired future
state to increase their effectiveness
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Relationships among Organizational Theory,
Structure, Culture, Design and Change
Following diagram illustrate the relationship between organizational theory, structure,
design and change
Figure 1: Relationship between Organization theory, structure, culture, design and
change
Importance of Organizational Design and Change
The importance of organizational design and change can be looked in following areas
Dealing with contingencies
Contingencies are events that might occur and must be planned for
Gaining competitive advantage
The ability to outperform other companies because of the capacity to create more value
from resources
Core competences: skills and abilities in value creation
Strategy: pattern of decisions and actions involving core competences that produces a
competitive advantage
Managing diversity
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Differences in the race, gender, and national origin of organizational members have
important implications for organizational culture and effectiveness
Promoting efficiency, speed, and innovation
The better organizations function, the more value they create
Consequences of Poor Organizational Design and Change Process
The consequence of poor organizational design and change can be looked in following
areas
Decline of the organization
Talented employees leave to take positions in growing organizations
Resources become harder to acquire
Resulting crisis impels managers to change organizational structure and culture
BIDW
Business intelligence is a term which refers to an assortment of software applications
system which helps to analyze an organization's data, giving inputs to make successful
business decisions. This category of applications programs is concerned about transforming
the raw data of organization into easily accessible, high-value information.
Data warehousing is the process of collecting data from multi-varied sources of an
organization and consolidating it into one comprehensive and easily manipulated database.
The term Data Warehouse was coined by Bill Inmon in 1990. The definition from Inmon
is: "A warehouse is a subject-oriented, integrated, time-variant and non-volatile collection
of data in support of management's decision making process".
Data warehousing is not the be-all and end-all for storing all of a company's data. Rather,
data warehousing is used to house the necessary data for specific analysis. More
comprehensive data storage requires different capacities that are more static and less easily
manipulated than those used for data warehousing.
A 2009 Gartner Group paper predicted these developments in business intelligence/data
warehousing market.
Because of lack of information, processes, and tools, through 2012, more than 35
percent of the top 5,000 global companies will regularly fail to make insightful
decisions about significant changes in their business and markets.
By 2012, business units will control at least 40 percent of the total budget for business
intelligence.
By 2010, 20 percent of organizations will have an industry-specific analytic application
delivered via software as a service as a standard component of their business
intelligence portfolio.
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In 2009, collaborative decision making will emerge as a new product category that
combines social software with business intelligence platform capabilities.
By 2012, one-third of analytic applications applied to business processes will be
delivered through coarse-grained application mashups.
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About The Company
This study is based on one of the largest independent IT and business process services
companies in the world. The company was founded in late 70s and for fiscal year 2008, it
earned revenue of around US$ 3 billion. The company is having around 25,000 employees.
The company operates in more than 15 countries with more than 100 offices around the
world. It is listed on NYSE and growing at rate of 3% year-on-year basis. It is an ISO
9001:2004 and CMM level 5 certified company.
Organization Mission and Vision
Governance Policies, Management Processes, Quality & HR Policies, Financial Policies & Organizational Model
Solution Centre Management Corporate Processes
Customer Management Employee
Management
Investor Management
Solution
Definition
Statement
of Work
Management
Plan
Execution,
Monitoring
and
controlling
Closing
Solution Architecture and System Integration
Solution Development
Application Support and Maintenance
BPO and KPO
Career and
leadership
development
Relationship
management and
Governance
Figure 2: Core Processes at IDG
The company provides focused industry expertise in following areas
Financial services
Government and healthcare
Telecommunications and utilities
Retail and distribution
Manufacturing
Industry Wise Break-Up
Financial Services, 30%
Telecommunication and
Utilities, 17%Retail, 10%
Manufacturing, 8%
Government and
Healthcare, 35%
Figure 3: Revenue from different industries for IDG
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The geographical market for IDG is limited to following combination of regions
US and Canada
Europe and Asia
Figure 4: Revenue from different geographical areas for IDG
The company provides End-To-End services in following areas
Consulting
Systems integration
Management of IT and business functions
SOW Types
IT Services, 53%
BPO/KPO, 8%
System
Integration and
Consulting, 39%
Figure 5: Type of assignments and break-up for IDG
88
12
0
20
40
60
80
100
US & Canada Europe & Asia
Geographical Market
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The BIDW unit comes under Advance Technology group. At present there is no dedicated
structure which takes care of BIDW needs for the IDG unit. The BIDW resources are
scattered across different projects IDG is handling. The hiring and assignments are aligned
to project requirements only. There is very minimal visibility as such for BIDW unit within
the IDG even its peers in the market have dedicated BIDW units to cater for demands in
this area.
Current Organizational Design and Change at IDG
In the recent times, IDG has looking at expanding its operations in India as well as looking
for assignments outside India to sustain its operations and be competitive within the
organization. In doing so, it is facing tough challenges in converting probable sales leads
into success in assignments pertaining to BIDW space. It is not able get benefit of growing
BIDW market. One of the major reasons for this problem is high employee turnaround in
BIDW unit, for IDG.
The following key aspects of organization design and change can be looked at
Authority and Control
IDG has generic organization structure which majority of the IT companies are having;
where-in second level senior executives are responsible for managing a core geographical
area and technological unit. Each of the sub unit which is handled by Senior Vice
Presidents (SVP) is again sub divided in profit center unit like IDG. IDG comes under
India Operations and responsible for its revenues and profits.
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Figure 6: Organization chart for IDG
The organization structure is a having both vertical & horizontal component at its core. The
vertical component is having higher influence on overall organization. The reaon for this is
that the technological areas are not grown to the extent in IDG that it can be treated at par
with the vertical component.
The organization represents more of a tall structure with a sufficiently defined hierarchy
from CEO to a team member. The span of control varies depending upon the engagement
and the importance of the assignment delivered by the respective manager.
Specialization and Coordination
The differentiation factor IDG is structure under three categories. They are as follows
Advance Technology
Matured Technology
Infrastructure Technology
Founder and Chairman
President and CEO
President US, Europe and Asia President Federal Govt.
SVP Technology and
Infrastructure
SVP US Northeast SVP US Central and
South
SVP US Enterprise SVP India Operations
VP Mature Technology VP New Technology VP KPO
Director Engagement 1 Director Engagement 2
Program Manager 1 Program Manager 2
Project Manager 1 Project Manager 2
CFO
CIO
Project Team
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The BIDW unit comes under Advance Technology group. At present there is no dedicated
structure which takes care of BIDW needs for the IDG unit. The BIDW resources are
scattered across different projects IDG is handling. The hiring and assignments are aligned
to project requirements only. There is very minimal visibility as such for BIDW unit within
the IDG even its peers in the market have dedicated BIDW units to cater for demands in
this area.
The integration between these different categories is done at VP level. This means that the
groups are working independently and there is no resource sharing between these groups as
such.
Culture
ABC believes in participative approach where in each of its member is treated as owner of
the company. In spite of the geographical challenges the fundamental of the sharing
common values remains at the heart of organization’s heart.
The common values include an inspiring dream, integrity, a caring, humane management
philosophy and solid values is better able to attract and respond to the profound aspirations
of high-caliber, competent member.
The expectation is that these values will be part of a employees day to day life at the
organization and same will help them in selecting clientele, one aware of the company's
values, and delivering high-quality services at a competitive price, while meeting the
company's profitability objectives. The growth and profitability generated as a result will
allow ABC to offer its shareholders a superior and sustained return on their investment.
To support dream and to create such an environment, ABC has adhered to a number of
principles or governing ideas:
Sharing the same values
Embracing the objectives of clients
Adopting a caring, humane approach towards our members
Focusing on synergy and the strength of teamwork
Participating in the development of our company as its owner shareholders, and sharing
in its wealth
Promoting robust, healthy and sustainable growth to the benefit of all stakeholders
Implementing a management model aligned with our dream and values
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Figure 7: Custom in ABC
Strategy
The strategy planning process is illustrated in following diagram
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Figure 8: Strategy Framework
ABC believes in both organic and inorganic growth.
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Figure 9: Organization Growth Plan
Competence and Technology
ABC deliver end-to-end IT and business process services that allow clients to achieve both
quick wins and long-term results. ABC’s track record of on-time, on-budget delivery is
rooted in ABC's quality and management processes, and its client-centric approach to
delivery differentiates ABC from many competitors. Through our local operating model,
we adapt to the client's way of conducting business, serving as true on-the-ground partners
who can fully address client business challenges and needs.
SYSTEMS INTEGRATION AND CONSULTING
MANAGED APPLICATION SERVICES
TECHNOLOGY MANAGEMENT
BUSINESS PROCESS SERVICES
ABC has long and focused practices in all of its core industries, providing clients with a
partner that is not only expert in IT, but expert in their industries. This combination of
business knowledge and technology expertise allows the organization to help its clients
Organization Behavior - II Indian Institute of Management - Kozhikode
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adapt as their industries change, and in the process, allows self to evolve the industries in
which self operate.
BANKING AND FINANCIAL MARKETS
DISTRIBUTION
GOVERNMENT
HEALTHCARE
INSURANCE
MANUFACTURING
OIL AND GAS
RETAIL
TELECOMMUNICATIONS
UTILITIES
The service delivery process is illustrated in following diagram
Figure 10: Delivery Process in ABC
Decision Making Process
The decision making process is ABC is collaborative and allows all the stakeholders to
provide feedback on the solution. This is a participative and mainly conclusive approach.
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Figure 11: Decision Making Process in ABC
Innovation
Innovation is driven by dedicated groups in different areas of technology and process. ABC
members to collaborate with each other using these group connections. Following are the
different group connections
Technology Group Connection
Industry Group Connection
Process Group Connection
Conflict Management, Power and Politics
ABC believes in manage conflicts amicably. The organization culture is open to resolve
both “good” and “bad” conflict. The hierarchy is well defined in terms of escalation
mechanism.
Depending upon the type of conflict the related group mangers are involved and
appropriate actions are taken to resolve the conflict.
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In ABC Managers are assigned with powers which are in line with the role they are playing
within the organization. The balance of power does encourage allocation of resources to
where value is created and the give managers better control on the resources.
ABC encourage healthy organizational politics to gain its benefits by establishing a balance
of power in which alternative views and solutions can be offered and considered by all
parties and dissenting views can be heard. Balance of power is allowed to shift over time
toward the group that can best manage the uncertainty and contingencies confronting the
organization.
Challenges for ABC due to High Employee Turnover
Low Project Win Ratio
The BIDW group within the organization is capable enough to handle end-to-end
assignments in this space but due to high attrition rate, the stability factor is in question in
the IT market for IDG, the service are equated against the other less capable companies. In
this scenario the value of the assignment goes down and at that lower price, IDG wouldn’t
like to pursue the opportunity further so they opt out of the competition and loose the
opportunity.
In the reverse scenario, IDG lose some opportunity because some of the customers think
that it is not having enough capability to perform work in BIDW space and prefer not to
consider it for the Bid also.
Following chart gives an idea that in the current financial year 2009, how much progress
IDG is able to make in relation to the project wins
Project Bid Vs Project Got
0
1
2
3
4
5
Apr-June July-Sep Oct-Dec Jan-Mar
Quarter
No
. o
f P
rop
osals
Proposal received for Bid
Successfule Deal
Figure 12: Project success Ratio
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Partnership Value
IDG’s resourcing issue gives advantage to both for the companies who would like to
collaborate with IDG on certain contracts and for the customers who would like to engage
IDG to provide IT solutions for them. Both collaborator and customers would like to
benefit from the low brand image by negotiating contract terms with IDG in their favor.
This aspect is illustrated in the following graph where-in the IDG has to compromise on the
total value for it gets for services it provides from its customers or collaborators in
comparison to the other established companies.
Figure 13: Partnership Value
Low Moral of the Employees
Irrespective of the fact that the IDG’s customer satisfaction index is always above 8 out of
10, the employees feel that the company should do something to control the high employee
turnover. The employees feel recognized if the company for which they are working is
known very well in the market. They feel good about it and it motivates them to work with
more commitment and satisfaction
Time
Partnership Value
Others
IDG
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Low Quality Hiring
The company’s talent acquisition group is facing major challenge in hiring talented and
best suited candidates who fits perfectly in the requirements it has. The basic reason for this
is again related to fact the employees are leaving the company. The candidate prefers to
join other well know company’s like Infosys, TCS, Cognizant, Wipro etc.
They feel that if they work with well known companies then it’ll help them in demanding
higher remuneration in future. They opt for other options, in spite of the fact that IDG is
paying well to its employees in comparison to other companies.
Availability of Skilled Resources
0
1
2
3
4
5
Bus
ines
s Rep
orting
Data
Tra
nsfo
rmatio
n
Arc
hite
ct
Bus
ines
s Ana
lyst
Testin
g
Data
base
Adm
instara
tor
Skills
Skil
l L
evel
Others
IDG
Figure 14: Skill Factor
Overall, IDG is not able to win any significant assignments in recent times. Even after
submitting good proposals for the assignments pertaining to some of the large customers. It
is not able to make much of a progress in BIDW space.
Its dependency on the onsite assignments is significant and even after more & more
offshoring; it is still not able to highlight the significance of Indian development center for
BIDW related work.
Also the company has to compromise on the quality of the resources and collaborators who
can help them to grow faster than what they are able to in the current scenario.
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Influence of Organizational Design and Change in light of
Personal Growth
As per the study carried out within the organization by HR department; they found out that
employees who are with the company for long time are more loyal and understand the true
value of the company but the employees who are with the company for very short period of
time, are somehow not able to align themselves to the mission and vision of the company.
Due to this problem, they are not much excited about the growth of the company and think
more from self development and growth. This also results in low productivity and more
attrition.
Figure 15: Commitment Factor
The high attrition rate among the new joiners is observed due to following reasons
Low Brand Image
ABC believes in philosophy that good work will attract more work. This theme is correct to
some the extent but to have competitive advantage the brand image is of upmost important.
The current environment in organization is not the keep on brand building which adversely
affect the employee pride factor. The employee feel proud of the fact the organization he is
working for is having a god brand value. Since ABC is not having a very effective brand
image in Indian market, employees prefer to leave the organization if they get better offers
outside.
Time
Commitment for the company
Separation from Company
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Fragile Organization Structure
The BIDW practice is scattered around various vertical units and lacks dedicated focus.
The competitors have dedicated BIDW practice in the organization. This leads to the fact
that employee feels that they will be stuck in the same project for ever as there is no
dedicated practice for BIDW which will help them is looking at different growth options
across organization.
Low Emphasis on Organization Culture
The drive to have employees live by the organization is less prevalent in the organizational
approach. More distant the employees with the organization culture higher the risk of non
committal attitude among them. The belonging factor will be missing if the employees are
not aligned to the organizational culture and values. This is a very strong reason why
employee leaves the organization because they don’t feel that they part of the culture.
Less Focus on Innovation
The IDG can into existence very recently and was not able to come-up with good
framework to encourage innovation. In absence of strong processes in this area, employee
are not able to show their capability and creativity which is essential in retaining them
because employees prefer to go to an extra mile by doing something more than normal day
to day work.
Reactive HR Group
The HR group is not established itself as key player within the organization. It is driven by
the profit center management rather than its own instinct. They are more align to what
project demands rather than what employee wants. This also leaves employees looking for
better options in relation to power and political influence in other organization.
Proposed Employee Retention Framework for IDG
As we say “There is always a room for improvement” so let us look at various aspects
which can be considered as part of Employee Retention Framework for IDG
Brand Building
First and foremost action, IDG should take is to start looking at is its brand value in IT
market and understand clearly that how it should proceed towards building a successful
brand. IDG can leverage the experience of US market and look at placing the IDC at par
with the top Indian companies and accordingly plan on the promotion & advertisement to
increase its brand value. The better brand more will be the awareness which eventually help
in demanding fair value for the work, IDG do in BIDW space.
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Figure 16: Impact of Brand
Alliances
IDG should enter into strategic alliances with some of the major vendors of BIDW space
like Informatica, Datastage, Business Objects, and SAS etc. This will help the company in
establish itself better from technological stand point. Also this will help in spreading
company’s capability and achievements to all the stakeholders.
Standardization
The company should look at standardizing its core process in BIDW across the
organization so that only one version of truth is shared with all internal as well as external
customers. Well structured and effective processes like Quality, Human Resources, IT
infrastructure will be always an added advantage. This also gives a good signal to the
potential employees about the robustness and effectiveness of internal processes of the
company.
Beneficial Stakeholder Relation
The company needs to work on two different aspects here. First, it should try to look
beyond customer-vendor relationship by building a partnership relationship with the
customer in all the existing assignments. This will allow the company to negotiate better.
Second, it should increase the moral of employees and should aggressively convince them
Brand Value
Market Presence
Very High High Medium Very Low
Exceptionally Good Advantageous Good Adequate Negligible
Starter
Explorer
Competent
Established
Matured
Innovative
Level of Company
Organization Behavior - II Indian Institute of Management - Kozhikode
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to contribute in participating mode and use both internal and external information
pertaining to the company for the growth of the company. The employees should be made
aware of the fact that if company is growing, they will be growing both financially and
professionally.
Inculcate Organization Culture at all Levels
The culture needs to be inculcated at all the levels to increase the commitment for the
organization. This will also increase the employee satisfaction.
Organization Re-structure
Since there is no separate BIDW group within IDG; we need to look at an option of
establishing BIDW as one of the Horizontal. This Horizontal unit will be aligned to
technology aspect and Vertical unit should look at specific business/industry Domain. This
will help the company to focus on BIDW as a unit with clearly defined achievable goals.
Figure 17: Proposed IDG Unit Division
Productive Human Resource
IDG needs to involve its human recourse more aggressively in pursuit of excellence. Even
though the company has scored good on Customer satisfaction index but it should start
looking at providing the employees different growth options and prospects. This will
increase their commitment towards the company and will increase their productivity.
Vertical Business Units
BIDW Horizontal Business Unit
Center of Excellence
Training
Project Mgt
Pre-Sales
Resource Mgt
Alliance Mgt
Retail
Manufacturing
Telecom
BIDW - Horizontal Business Unit
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Productive human capital is always a very good signal to the market about the capability of
the company.
Inculcate Innovation at all levels
Being an innovative company, one is always have edge over the other competitor. IDG
should put more emphasis on Research & Development to provide innovative environment
within the company. Apart from creating cost effective products in BIDW, it’ll also give a
chance to the employees to show their talent and will help in growing knowledge culture
within the organization.
Building Customer Relationship
From IT industry perspective, if a company is receptive about maintaining healthy
customer relations and is sure about the product quality, it produces then it’ll always be
willing to provide assurance to the customer in the form of guarantees and warranties.
IDG is no exception to this and should use this fact more aggressively to signal to the
market that it produces quality product and is ready to extend support even after the
product delivery.
Conclusion
The study examined various aspects of organizational design and change in relation to
IDG’s BIDW unit of a major IT company of the world and looked at the proposed
framework for this unit to retain its human resource. It has been observed during the study
that high employee turnover happens is not only due to personal aspiration but at the same
time organizational design and change also plays a major role.. The more streamlined and
robust organizational design and change processes a company has more market advantage
it got by retaining the skilled resources. By improving and establishing its operations from
design and change perspective, the IDG’s BIDW unit can definitely improve its market
presence and will be able to contribute substantially better in IDG’s revenue & profit.
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References
IDC
IT revenue figures http://gigaom.com/2009/12/03/idc-2010-forecast-apples-ipad-arrives-frenetic-tech-ma/
Wikipedia
Definitions in Key Concepts section www.wikipedia.org
Book
Organizational Theory, Design, and Change - Fifth Edition Gareth R. Jones