dynamic management philosophy

8/16/2019 Dynamic Management Philosophy

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Internal business transformation

way forward


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Background

Mourya poised for exponential growth Result of years of toil

Exemplary vision

Flip side : make or break point for Mourya

o turning back

So how do we move forward without

giving a chance for a slippage?


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!trengths " weaknesses

!trengths

#roduct on hand

$rder on hand

%ommitted leadership

&eam

'eaknesses

Financial constraint

Inadequate systems

Inconsistency

People

%racks visible


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#erforming %ulture

( ,-ow we do things around here/

the specific collection of values that run through the

organisation

the extent of trust across all levels the respect for the systems that have been laid

the alignment of the executives and operators with the

organisation goals

Influences the ways they interact with each other andwith stakeholders outside the organi0ation.

112342431* 5


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5ynamic philosophy

( 5ynamic strongly believes

that for any organisation to

grow6 perform well and

sustain its performance6 it

needs to be very stronginternally.

( &he 5ynamic model is

alongside 77..

The Dynamic Model


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%onnect between management practice "

performance

( Mc8insey study : #ractices and performance of more than 96333 mediumsi0ed manufacturing operations in Europe6 the ! and ;sia

( Findings

( Firms across the globe that apply accepted management practices

well perform significantly better than those that do not

(Improved management practice is one of the most effective ways for afirm to outperform its peers

( national culture6 market conditions

and regulation


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Managementpractices

#lanning " review #lanning

Budgeting Review

#eople structure$rganisation structure

@evels in the organisation

5efine matrix

!alary structure5riving performance

Roles " responsibility

$b=ective setting

#erformance appraisal

Rewards linked to performance

%apability building

Aovernance

!ystems6 policies6 procedures in every area of

operation

Efficiency " continuous improvement

@ed by top

management


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Review process

'hat is a reviewC

• measuring performance against plan and ob=ectives

'hyC

• 'hat you review is what you get• $ut of sight out of mind• #roactive " not reactive

-owC

• !tructured > when6 what6 who•


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Review approach 2 comprehensive

!tructuring reviews at different

levels

Review content

#eriodicity of review

Review methodology

Breakdown of targets into

months " functions

!olution centric reviews

-elps you to be more proactivethan reactive

Each team member is a

reviewer and a contributor to

achievement of theorganisationDs goal.


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Review content " format

Beko


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#eople structure

$rganisation structure@inked to the business plan " business need

5onDt build structures around people

-ow much redundancyC

@evels in the organisation

5efine matrixFor each level > ualification6 experience " institution

!alary structureot arbitrary


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5riving performance

%larity'hat is to be doneC

'ho is to doC

-ow it is to be doneC

!eek accountability

Motivate

Reward " punish


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5riving performance

Roles " responsibility

Role clarityEnsures no critical task is missed

o falling between two stools

%an seek accountability

!et key performance indicators

%lear reporting lines'ho is the bossC

%an seek accountability

$b=ective setting

Focus remains on critical tasks

;lignment to company

ob=ectives

Improve performance levels

#erformance appraisal-elps in achieving

companyDs ob=ectives

Individual development

Management development

Identifying training " development

needs

@inking rewards to performance

Rewards linked to performance5rives performance

&raining


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Aovernance

Refer to the mechanisms6 processes " relations by which

organi0ations are controlled " directed

Balance the interests of the many stakeholders in a

company shareholders6 management6 customers6 suppliers6 financiers6

government " the community

Aovernance mechanisms bring intransparency

provide the space to operate

whilst seeking accountability "

retaining appropriate control

5elegation

5ecision rules

Functional policies


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Functional policies

-RRecruitment

@evels

Retirement

Exitcompany assets

&ravel

Reimbursements

#urchase

umber of vendors to beevaluated

!ingle vendor

&erms in #$

;uthority for signing #$

#ro=ect 2 !E#ro=ect structure

#ro=ect ordering

;ccounting

#roduction

5ynamic Management %onsulting


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5ynamic Management %onsulting

!ystems " procedure

!et of detailed methods6 procedures6 and routines established or

formulated to carry out a specific activity6 perform a duty6 or solve a

problem

!ystems are foundations for organisation building

-ow does a system helpCMakes life easy for everyone

!peed > how to do6 decisions " discussions eliminated

Reduces errorsReduces frauds

Facilitates growth
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