ACKNOWLEDGEMENT

We are grateful to Dr. Seema Sanghi for her continuous guidance, cooperation and enriching suggestions throughout the study without which the project would be lacking in competence. We would also like to thank Mr. K. Prabhalkar (Head-Corporate HR and Mr. O.S. Kanwar (!ice Chairman and "# who pro$ided us with the necessary information about the company which ser$ed as an essential input for our study.

INTRODUCTION
%he immense changes in the social and economic en$ironments caused by technology and globali&ation ha$e forced organi&ations worldwide to make o$erwhelming changes relati$e to their purpose, strategies and e$en structures in order to adapt, sur$i$e and succeed in the '(st century. )rgani&ations must not only become wired, retooled and

networked, they also need to change both the e*trinsic elements of a company + products, acti$ities or structures and their basic intrinsic way of operating $alues, mindset e$en their purpose. %he ,prime business- of business is to become an effecti$e learning organi&ation today as opposed to making profits. .nowledge is doubling e$ery ' to / years. 0lobal competition forces companies to face the knowledge of resources of the world-s best companies. %he demands put on organi&ations in today-s world re1uire learning to be deli$ered faster, cheaper and more effecti$ely to a field work place, and to a mobile work force who are more profoundly affected by daily changes in the marketplace than e$en before.

%here are se$en key paradigm shifts that make a learning organi&ation different from the traditional organi&ation. Tra i!i"nal #"$%& 2roducti$ity Workplace 2redictability %raining Worker 5uper$isor6"anager 7ngagement68cti$ity Learning Organi'a!i"n #"$%& 3uality of performance 4earning en$ironment 5ystems and patterns 4earning Continuous 4earner Continuous 4earner 4earning )pportunity

8s a result of these paradigm shifts, there is a whole new mindset and way of 9percei$ing: organi&ations ; the interplay between 9work: and 9learning:. 4earning must take place as an ongoing process of people doing their work in contrast to the traditional approach of ac1uiring knowledge before performing a particular task or job. <t has been said that 9learning in&i e m%&! be e(%al !" "r grea!er !han !he $hange "%!&i e !he "rgani'a!i"n) "r !he "rgani'a!i"n e %$e& an ie&.*

+New ,"rm ", Learning* (. <t is performance-based ; clearly tied to business objecti$es. '. <mportance is placed on learning process ; skills, especially learning how to learn. /. %he ability to define learning needs is as important as the answers.

=. )rgani&ations-wide

opportunities

are

created

to

de$elop

knowledge, skills ; attitudes. >. 4earning is part of work and a part of e$erybody-s job description.

PRO-LEM
8pollo %yros incorporated in the year (?@', is the fastest growing tyre company of <ndia. %he present scenario at 8pollo is as followsA %op management is some times strict and some times lenient Risk taking is necessary for long term gains Head office thinks short term, people want them to think long term 2roducti$ity should not be sacrificed Capacity must not be compromised 7stablished practices must not be disturbed 5uper$isors must be in$ol$ed in reduction e*ercise <t must not be ad hoc and should start systematically from the machine side "anagement is not e*ercising its rights. Birmness is lacking <nconsistencies are too many Co one is clear about HR# !iolation of policies comes from #elhi and plants abide by it "orale is low inter$entions are planned and implemented for

!arious

organi&ational de$elopment and change. !arious inter$entions are planned and implemented for organi&ational transformation. %he techni1ue used in the whole process is known as HR# audit.

O-.ECTI/E
%he objecti$e of this study is bring out the importance of learning organi&ations in todays turbulent business en$ironment. %he purpose is to depict how 8pollo is a 4earning )rgani&ation. 8pollo after analy&ing their present scenario consulted #r. %.!. Rao, HR Consultant, %.!. Rao 4earning 5ystems 2$t. 4imited. He came up with $arious strategies for their ' plants in .erala ; Daroda. #r. %.!. Rao conducted HR# audit for these two plants. We ha$e undertaken this study to depict 8pollo as a learning organi&ation using HR# audit at 2erambra 2lant in .erala as an illustration for the same.

IMPORTANCE
8 learning organi&ation in$ol$es people throughout the entire business chain of the company i.e., employees, managers6leaders customers, business partners (suppliers, $endors and

subcontractors and the community itself. %he purpose of this study is to emphasi&e the important dimensions of learning organi&ation, which could be adopted by 8polloA 4earning is accomplished by the organi&ational system as a whole, almost as if the organi&ation were a single brain. )rgani&ational members recogni&e the critical importance of ongoing organi&ation-wide learning for the organi&ationEs current as well as future success. 4earning is a continuous, strategically used process-integrated with and running parallel to work. %here is a focus on creati$ity and generati$e learning. 5ystems thinking are fundamental. 2eople ha$e continuous access to information and data resources that are important to the companyEs success. 8 corporate climate e*ists that encourages, rewards, and accelerates indi$idual and group learning.

Workers network in an inno$ati$e, community-like manner inside and outside the organi&ation.

Change is embraced, and une*pected surprises and e$en failures are $iewed as opportunities to learn.

<t is agile and fle*ible. 7$eryone is dri$en by a desire for 1uality and continuous impro$ement.

8cti$ities are characteri&ed by aspiration, reflection and conceptuali&ation.

%here are well-de$eloped core competencies that ser$e as a taking-off point for new products and ser$ices.

<t possesses the ability to continuously adapt, renew, and Fre$itali&eF itself in response to the changing en$ironment.

RE/IEW O# E0ISTING LITERATURE

8 learning organi&ation has the powerful capacity to collect, store and transfer knowledge and thereby continuously transform itself for corporate success. <t empowers people within ; outside the company to learn as they work. 8 most critical component is the utili&ation of technology to optimi&e both learning ; producti$ity. %he following e*amples from the industry ha$e been taken to illustrate the pointA (. Co company has put as much effort and been as successful in creating a learning culture as Royal Dank of Canada. 8t Royal Dank, learning is a committed three-way partnership among the employee, the manager and the human resources department. 4earning opportunities are a$ailable at all times inside and outside of the Dank. 8s Games 0annon, !ice 2resident of Human Resources 2lanning and #e$elopment notes, F 4earning has to become a way of life rather than a once-in-a-while type of e$entF. '. 5ingapore airlines, perhaps the worldEs most successful airline, e*emplifies how a clear $ision can create and transfer powerful learning throughout the organi&ation. Corporate philosophy and documents are filled with statements emphasi&ing the importance of learning for present and ongoing corporate success. %he company spends o$er H (II million a year in employee-learning programs and has won many awards for its ser$ice superiority.

/. Hewlett-2ackard, once a Flumbering dinosaurF in terms of structure and inno$ation, has became, according to Dusiness Week, Fga&elle-likeF with speed of learning a top priority. 4earning teams now rethink e$ery process from product de$elopment to distribution. 8sea Drown Do$eri (8DD 0eneral 7lectric has taken similar steps and

to restructure

themsel$es into learning organi&ations. =. Honda is an e*emplary company in empowering its people. Honda does not just talk empowermentJ it permits people to set out and create the new cars. Robert 5imco*, a plant manager, says that Honda people are learning together because they ha$e been Fgi$en the power to use their own creati$ity and imaginationF. >. Companies like Whirlpool, /-", and 0oodyear acti$ely solicit and connect their customers to the learning cycle. K. Dy linking their computer systems with their most important suppliers, stores such as Wal-"art and %arget ha$e included customers in the learning e1uation. %echnology enables their suppliers to forecast demand for their products as well as to help the retailers strengthen their supply networks, reduce in$entory, and impro$e product a$ailability on the shel$es.

MET1ODOLOG2
%he methodology adopted for this study was in the form of A (. Lnstructured inter$iews with "r. .. 2rabhakar (Head-Corporate HR and "r. ).5. .anwar (!ice Chairman and "# . '. #etailed e*amination of records maintained by the HR# department. Bor this purpose we $isited the companyEs head office at Cehru 2lace, #elhi.

COMPAN2 PRO#ILE
APOLLO T2RES LTD. In!r" %$!i"n 8pollo %yres incorporated in the year (?@', in technical

collaboration with 0eneral %ire <nternational Corp., L 5 8 which is currently owned by Continental 80, 0ermany i& !he ,a&!e&! gr"wing !3re $"m4an3 ", In ia. 1i&!"r3 %he company commenced production at its first manufacturing facility located at 2erambra near Cochin in .erala in the year (?@@. Brom the first year of operation, the company started incurring hea$y losses. Dy /(st )ctober, (?M?, the total

accumulated loss suffered by the company amounted to Rs. '@.MI crores (including unpro$ided depreciation of Rs. ((.I> crores %he accumulated loss was more than three times the e1uity share capital of the company time. T%rnar"%n #uring the year (?M' and (?M/ the company put a lot of emphasis on re$amping the management set up through human resource de$elopment. 8s the result, a new $ibrant team was de$eloped with well-defined objecti$es in different areas of management. %he new team slowly effecti$ely brought about a transformation in the operation of the company and since (?M= which stood at Rs. @.@> crores at that

the track record has been e*ceptional. %his e$ident from the followingA
5665768 9R&. Milli"n: 566;76< 9R&. Milli"n: 566=76> 9R&. Milli"n: 566?76@ 9R&. Milli"n:

5ales 0ross profit (Defore depreciation ta* Cet 2rofit and

MII KI

/K>I =/I

>('I =II

('>(I >/I

(I

//I

'(I

/>I

C"m4ara!iAe In %&!r3 Per,"rman$e <n the year (??>-?K net profit of the company was one of the highest in the industry both in absolute and also as percentage to turno$er. %he following figures clearly demonstrate this fact.
C"m4an3 2ear en ing Pr",i! a,!er !aB 9R&.CCr"re: 8pollo Ceat G.. "RB /(st "arch (??M /(st "arch (??M /Ith Gune (??M /(st "arch (??M (Half Nearly />./ 'I.' '(.I /I.' '.? (.' '.@ /./ Pr",i! a,!er !aB a& D !" &ale&

ORGANIEATIONAL LEARNING CULTURE

%here are number of features which characteri&e an organi&ation which supports, and is committed to, the learning and

de$elopment of its members. Nou may find it helpful to reflect on these features and draw conclusions about your own organi&ation. #ea!%re 8ttitude to learning S"me likel3 in i$a!"r& an behaAi"%r&

5een as the lifeblood of the organi&ation %op management commitment High le$el of interest in members learning and the application of this learning

Regular and continuing re$iew of memberslearning needs

Clear plans are produced to meet identified needsJ progress against these plans is regularly re$iewed

Recognition

of

the

important

role

of

managers in de$eloping their staff 7ncouragement to seek learning

opportunities in the workplace 0enuine belief that most people ha$e the potential to de$elop skills. 2eople pro$ided with, and encouraged to seek, new e*periences from which learning can flow 8cceptance that some mistake will occur

8cknowledgement ha$e different

that

different styles

people and

learning

preferences + use of a wide $ariety of learning $ehicles and methods #ouble-loop learning 2eople encouraged to 1uestion the organi&ation-s underlying norms, policies and procedures + in some cases leading to modification of these %his 1uestioning welcomed and seen as a key process in the generation of data from which place 4earning learning about Reflection and en1uiry into pre$ious learning methods and e*periences 7mbedding the results of these organi&ational learning can take

deliberations into future learning strategies High le$el of understanding of learning processes Recogni&ed as continuous 4aden with opportunities Welcomed, not resisted <ne*tricably linked with learning High integration between planned

organi&ational and personal change

T1E MANAGEMENT O# LEARNING

Consider budgets learners, deli$ery and dri$ing and resisting factors %ranslate the objecti$e into learning contracts (learners, contracts (learners, mentors, where, when and how %he need for continous learning and de$elopment in response to changing e*pectations of self, staff, customers and markets SUCCESS#ULL2 MANAGING LEARNING Re$iew and e$aluate learning effecti$eness

5et learning and de$elopment objecti$es

8ction the learning contracts and learning acti$ities

Re$iew progress against learning contracts, encourage feedback

APOLLO AS A LEARNING ORGANIEATION

<t has been obser$ed that 8pollo is mo$ing upwards on he continuum of a learning organi&ation. 8pollo has incorporated organi&ation change and de$elopment in the recent past. 8 number of HR# inter$entions ha$e been employed for the upgradation of the work culture at 8pollo with the aim of making the company a dream company to work for. %o elucidate this point further we, under our study ha$e included the following illustrations which are a picture of 8pollo-s attempt to become a learning organi&ationA 5. ."b eAal%a!i"n an re&!r%$!%ring.

8. 1RD a% i! ", !he Perambra 4lan! a! Kerala.

RESTRUCTURING AT APOLLO T2RES LTD.

Gune (??@ was a turning point for the organi&ational structure at 8pollo. 8 detailed e*ercise on Gob 7$aluation and <nternal 0rades was undertaken following which re-designations and internal grades were announced. %he corporate e*ecuti$e committee and other functional committees were newly constituted. )rgani&ational charts for the separate departmentsA

"anufacturing and projectsJ "arketing and )#J financeJ research and technology - were reformulated. %his e*ercise was done to check any flaws in the e*isting structure and to enhance the work en$ironment which would contribute to efficient and effecti$e work methodology and would be conduci$e to the interests of both the management and the employees. %he following chart gi$es a detailed $iew of the re-designation that ha$e taken placeA APOLLO T2RES LTD.
De&igna!i"n EMP7CD '>= >MK> Name EBi&!ing L5 )beroi 0.L. #ra$id 5r. !2-"fg. ; 2roj. 5r. !2-)perations New Chief-"fg. ; 2roj Chief-"ktg. )rgn. #$lpt. Head-.erala Bactories Head-5ecretarial ; H) H) L"$a!i"n

>(/=

C. 5reekumar

!2-2erambra 2lant

2erambra

>I/I

2.C. Wahal

8!2-.alamassery 2lant

H)

>>@(

Ronald 5immons H.5 5hekhawat R... #hawan

8B!2-HR

Head-2remier Bactory Head-HR

2remier

>MK'

0"-4imda 2lant

H)

>K//

0"-"anufacturing

Head-Daroda Bactory Head-Droda "anufacturing

4imda

(KI/

2.!ishwanatha n %om...%homas

Head-"fg. %echnology 0"-8ccts. %a*ation 0"-8ccts. ;

4imda

?'(@

Head-"fg. %echnology Head-2erambra Commercial Head-8ccts. %a*ation Head-4egal Head-Commercial ;

2erambra

>=@M

.....artha

2erambra

'

Harish Dahadur 5...5harma ".0eorge 2eter R.4. 5a*ena

0"-4egal

H)

(I'I >@@/

0"-Commercial 0"-"ktg. ; 5ales

H) H)

>@@=

0"-52 ; C

Head-"ktg. 5ales Head-52 ; C Head-Corp. Commn. Head-<nternal 5ystem Head-)une 2lant

H)

>MK/ >MK@

Ceeraj .anwar #eepak "ukarji 5.5ankaran

0"-52 ; C 0"-Corp. Commn.

H) H)

>MKM

0"-<nternal 5ystems 5r. "anager-"fg.

H)

>='(

8...#awar

%ube

2une

ORGANIEATION STRUCTURE
!C ; "# (for Doard ; C.7.).

Head-52C ; 78

D.8

Chef-"kt. ; )#

Chief-I"B0 ; 2R)G.

Chief-Bin. ; 8ccts

Head-R;%

H78#-5ect.

Head-Corp. Comn

Head-<nt.5ys.

MANU#ACTURING AND PRO.ECTS

Chief-"B0. ; 2rojects

Heads-8ll 2lants

Head-Comm.

Head-"B0. %echnology

MARKETING F OD

Chief-"B0. ; )#

Heads of ".%.

Head of HR

Head of <%

#INANCE

Chief-Binance ; 8ccounts

Head Corp. Bin.

Head 8ccts. ; %a*ation

Head 4egal

Head %reasury "gt.

Head 7*cise6Customs

RESEARC1 AND TEC1NOLOG2

Head-Research ; %echnology

Research ; #e$elopmen t

38 ; Bactory 8udit

Claims 8nalysis

Claims adjust. ; 5ettlements

%echnology 5ourcing

Customer Care

1RD AUDIT AT APOLLO T2RES LTD.

Wha! i& 1RD A% i!G HR# 8udit is a comprehensi$e e$aluation of HR# 5trategies, 5tructure, 5ystems, 5tyles, 5kills and 2rocess in terms of their appropriateness to the long term and short term goals of the organi&ation. HR# 8udit starts with the long term and short term plans of the company and attempts to assess the competency re1uirements of employees to achie$e these plans. <n the conte*t of these competency re1uirements an attempts to assess the competency re1uirements an attempt is made to assessA %he competencies needed at present 7*isting systems to de$elop these competencies %he ade1uacy6inade1uacy of these systems 7*isting structures and their ade1uacy6inade1uacy Commitment le$els e*iting mechanisms to further it or build work moti$ation. Work culture and methods of building the same.

1RD A% i! in$l% e&H <dentifying business direction C7)6%op management feedback

2rofessional management 5ystem orientation Customer orientation 3uality orientation <n$ol$ement of line manager )rgani&ational change )rgani&ational health Humani&ation of the organi&ation <nitiation of research acti$ities Role clarification 7mployee satisfaction Refining the HR# function.

<n the second half of (???, a term of beha$ioural scientists $isited the organi&ation at the in$itation of the top management and e$aluated the organi&ational de$elopment acti$ities though

interacti$e, 1uestionnaire and other methods. Pr",. T./. Ra" and his team conducted HR# audit of the 2erambra plant at .erala. %he following are the findings of their research.

MET1ODOLOG2 EMPLO2ED #OR T1E AUDIT

<nter$iews-<ndi$idual and 0roup )bser$ation of work settings, formats, manuals, procedures, meetings 8nalysis of the records 3uestionnaires Dench making data. ,"r A4"ll" T3re& A% i!

Me!h" "l"g3 U&e

'' 5enior "anagers were <ndi$idually <nter$iewed @I 7mployees from a cross-section of departments inter$iewed in small groups

$arious

formats

and

documents-personnel circulars, Cewsletter

manual, and other

performance

appraisal,

documents analy&ed. %raining and other data supplied by the HR #epartment e*amined >/ HR# 8udit 3uestionnaires were administered to line managers "anagers were asked to gi$e open ended suggestions on producti$ity impro$ements. 2rofessional preparation and competencies of HR# Chief and staff were e$aluated.

Workplace and physical facilities were obser$ed.

-ENC1MARKING DATA
(For Apollo Plant, Perambra)
Wha! i& -en$hmarking Da!a 8 benchmark is a standard one can measure against. "easuring and comparing with the Denchmark gi$es an ideas as to where an organi&ation stands in relation to other organi&ations across <ndia. )nce interpreted, this data can be used to design necessary )rgani&ational #e$elopment <nter$entions. %he Denchmarking data a$ailable at T/RLS has been compiled from the HR# 8udit 3uestionnaires administered at $arious organi&ations across the country. <t pro$ides the highest score and the lowest score obtained on each item by the organi&ations in which the HR# 8udit 3uestionnaires ha$e been administered so far. <t also pro$ides the scores of the organi&ations which ha$e got the highest o$erall HR# score and the a$erage score of all the organi&ations (termed as the <ndustry 8$erage . 0i$en this data, inferences can be drawn about the standard of the HR# systems in one organi&ation as compared to the best in the <ndustry. 8n organi&ation can find out whether its HR# systems are abo$e or below the industry a$erage. <t can also find out its status $is-a-$is the organi&ation with the best score, for e.g., it can find out on which component in a particular system say the career system is it weak, on what aspects should it concentrate on in order to come at par with the best in the <ndustry. 3uestions of this kind and many more can be answered by studying the benchmarking

data. 2resently, the bench marking data a$ailable at %!R45 is compiled for the 3uestionnaires administered in /> organi&ations from all o$er <ndia. %hese organi&ations are drawn from the "anufacturing as well as the ser$ice sector. 5ome of the <ndustries co$ered are cement, te*tiles, 2harmaceuticals,

Consultancies, Danking, 7ngineering etc. some public sector organi&ations ha$e also been co$ered. 8s more number of organi&ations administer the HR# 8udit, 1uestionnaires, %!R45 plans to compile the bench marking data industry wise (cement industry, %e*tile industry etc. to help organi&ation compare their HR# systems with the standard pre$alent in their specific industry. 1"w i& !he ben$hmarking a!a ga!here G

%he bench marking data, as mentioned earlier, is gathered from the $arious organi&ations which ha$e undergone an HR# 8udit. Cames of the companies included in the bench marking data in kept confidential. %he data collected from the HR# 8udit. 3uestionnaires administered in these organi&ations in analy&ed to obtain the item wise percentage points for the organi&ation as a whole. How is this doneO 4et us take an e*ample of a fictitious company EPE supposing that (I respondents (R( to R (I of

Company P ha$e answered the HR# 8udit 3uestionnaire. %he data is tabulated as shown below. %he steps to be followed thereafter areA S!e4 5

Calculate the a$erage score of the (I respondents in each item. Bor e.g., the a$erage score of company P in item 8(.( is ==/.=. S!e4 8 Calculate the percentage points for each item by using the formulaA 2ercentage point Q (8$erage score - ( * '>. Bor e.g., the percentage points of company P in item 8(.( Q (/.= -( * '> Q KIR. %his calculation is carried out for each of the '>> items in the HR# 3uestionnaire. S!e4 ; %ake the a$erage of the percentage scores of all items in a subsystem to arri$e at the percentage score of each of the subsystem. Bor e.g., the percentage score of the manpower 2lanning subsystem at Company P is obtained by taking the a$erage of the percentage scores of item ( to item (', i.e., a$erage (KI,=MKI ... =/,'> Q =>. %his is done for all the '( subsystems. S!e4 < Calculate the system score for each of the K systems by taking the a$erage of the sub system scores of all the sub systems that come under one system. Bor e.g., the score of company P in the career systems is obtained by taking the a$erage of the scores of the three sub systems, manpower planning and recruitment, potential appraisal and promotions and Career planning and de$elopment. Hence the percentage score of the career system

at company P Q 8$erage (=>,=K,/@ carried out for all the K systems.

Q =/. %his calculation is

S!e4 = Binally the o$erall HR# 5core of company P is arri$ed at by taking the a$erage score of all the K systems. Pre&en!a!i"n ", !he -en$hmarking a!a

)nce the data has been analy&ed in this manner for all the HR# 8udited companies, the Denchmarking data is prepared by tabulating the highest score, the lowest score and the a$erage score of all the companies (%he industry a$erage for each item refer to appendi* (. In!er4re!a!i"n ", !he ben$h marking a!a

5cores abo$e @>R indicate that the organi&ation is e*cellent on that item. 5cores below KIR indicate scope for impro$ement and scores below >IR indicate areas of weaknesses. %hese

parameters can be used to find the areas of strengths and weakness of the HR# systems in an organi&ation.

-RIE# 1ISTORICAL 1IG1LIG1TS

(?@=-(?M' Birst phase-turbulent period 2roblems with product, marketing and management 0o$ernment take o$er

(?M( Cew C7) decides that unless producti$ity impro$es there is no future (?M( lot of in-discipline 4ock out declared Corms agreed upon to build =I tyres

(?M' )nwards-total thrust on producti$ity C7) was tough 2roducti$ity orientation came

(??I-?/ Welfare period by a C7) who joined from a 2ublic 5ector <ntroduced welfare measures #iscipline was a causality <R became bad 8bout >' people were found not to do any work and just roam around

(??= - Cew C7) - )pen and understanding and a team player %ried to buy peace many times Cost has become a major factor 3uality became important due to liberali&ation and

globali&ation (??M - short spell of lock out %hings became clear Workers understood the importance of discipline and

producti$ity to some e*tent (??? - Cegotiations for long term 5ettlement Daroda lock out as the management was about to achie$e a break through in negotiations "anagement ad$ised to go slow and sign What seemed a breakthrough was diluted

-USINESS PRIORITIES
Bocus 8reaEs and )bjecti$es 7ffecti$eness through appropriate manpowerA right. right job, moti$ated, responsible ; without anomalities Cost 7ffecti$eness, Reduction and Consciousness with 3uality work 0ood 5ystems and 5atisfied Workforce A 5ystems dri$en Company Workforce 5ynergy and better utili&ation of e*isting resources "an in

1OW TO AC1IE/E T1ESEG

<ntensi$e training Consistency in policies 5trengthening the current performance appraisal system <mpro$ing the performance of technical departments 5crap reduction Dench-marking 2atient thinking %op should gi$e time to people 2utting the thinking at Head office at the same wa$e length at the plant le$el 2lant le$el energies get sapped countering the H) thinking >IR time is wasted in countering the H) re1uirements or inconsistencies

ST2LES O# TOP MANAGEMENT AT PLANT LE/EL

Ce$er mi*es indi$idual issues with company issues 0oes out of the way to help indi$iduals 0ood communication with top team 4ikes to in$ol$e in decision-making 5uper dynamic manager <nternally e*hibits insecurity

S!reng!h& 2ositi$ely Conspicuous 8ll "anagers agree about ade1uate le$els of autonomy gi$en at plant le$el <nterference is at a low le$el from the Head office 8s a part of culture at the plant, it is $ery much appreciated

Weakne&&e& 8lthough %op "anagement team at Head office interferes little, it has not gi$en policy making decisions to plant personnel 8lienation of %op "anagement team from 2lant

PLANT CULTURE
2eople take pride in the job they do 8ccountability has not come up Workers are sharper, understand things faster <mplementation is good any they can be inno$ati$e and impro$e things Workmen need to be understood and their capabilities harnessed )ne plant head and one $oice 2lant head is $ery open to ideas 0ood team work 0rie$ances are heard and redressed High trust among the team members Bree access to each other "istakes are accepted and forgi$en Breedom to talk to owners

PLANT CULTURE 7 SUGGESTIONS

"ore personal interactions between corporate and managers Well structured long-term policy in promotions, rewards, grades and performance appraisal Consistency in policies are needed 8ssistant managers and below are not able to see the system as a whole Career de$elopment opportunities are not there 5hort term $iew of results from the top creates problems 2lant le$el people do not feel that corporate office supports them Workmen should feel that we are strong and firm and fair. %hey know that we are firm and fair but not strong. Weak area& %hey are only a few such circles %echnical mind set is high and HR thinking lacking Cot being seriously practiced

Re$"mmen a!i"n& 7*pose workers to outside 1uality circles bench mark them %rain people more in 3Cs <ncrease the 3Cs to about >I more as there is scope 0i$e incenti$es for facilitators

#RAMEWORK #OR 1RD AUDIT7STRENGT1S O# PERAM-RA PLANT

3uality of manpower at this plants is considered good 2ower and Rubber a$ailability are two additional ad$antages at this location 2lant has a lot of freedom and autonomy 0ood pay, facilities and work conditions 2eople are looked after well Cow bureaucracy, has fast decision-making 2lant capacity is '/>I 0ood systems from the beginning-for e*ample down time analysis, efficiency norms etc., are worked out Buel consumption at I.> litres for .g. 2ower I.?' .w per .g. Repairs and maintenance Rs. /./I per .g. 5tores and spares Rs. (.'> per .g. 8ll of these are monitored monthly 5crap committees are these are there are norms #own time analysis is done and there are norms.

%aking tough stand in (??M lock out helped.

PRIME CONCERNS F E0ISTING SITUATION

%he plant was the single unit plant of 8pollo till (??I and as a
result a lot of compromises ha$e been made in employee relations and management

Company faces stiff competition from within the country and

outside country

2lant and machinery are old "ultiple unions and strong union presence in .erala and the <R
atmosphere is a hindering factor for world class 1uality production

How to get workers to think as a part of management or promanagement and not anti-management

Company is a good paymaster and in fact one of the best but

the employees are not gi$ing their best

2roducts can be better in 1uality-"anufacturing 1uality

product is first priority

#eclining market share Cost control is a priority area

2rices are down

 #iscounts ha$e gone up Customer has become choosy and 1uality sensiti$e "anpower reduction is a key area

8 wage component of >R in an industry that contributes ' to /R needs attention 8ll other input costs ha$e gone up e*cept rubber prices "anpower utili&ation and producti$ity impro$ements are key strategies "onitoring of performance (production parameters is

considered good Cost, consumption and efficiency are monitored well #ecisions ha$e been impulsi$e Company has grown but not systems #iscipline is needed - compromises cannot be made !R5 has created some insecurity in the minds of people

1RDH AREAS NEEDING ATTENTION

Cot able to influence the H) and get things done 2olicies are decided by H). Breedom is limited and le$erage is not much in policies HR lacks strength to stand up. %op management does not like any one telling them that things are different than what they think 4ittle time to think of de$elopmentJ always busy sol$ing problems and little time for proacti$e thinking HR remains as <R and there is no change Lnions try to influence HR. %hey take away a lot of their time HR# is not recognised as a thrust area "ore production orientation needed Weak in <% and using it for HR, <nspite of pro$ision of computers, <t is not used at all - traditional mode of manually recording in registers is more pre$alent Constant moti$ation needed Cot able to maintain and communicate consistency in HR policies Lnable to enforce discipline to the e*tent needed

4acks change management skills-change is not planned and well managed

Communication within the plant between departments, at times, is inade1uate

Ha$e stopped acti$ities that enable interaction between staff and managers e.g informal get togethers, picnics

COMPETENC2 REIUIREMENTSH 1RD

.nowledge of HR# 5ystems and their significance to Company !ision, specifically <nduction %raining 2erformance "anagement Role Clarity and Role 7fficacy Career 2lanning and #e$elopment )# and 5elf-Renewal 5ystems <mplementation 5kills <nternal Customer )rientation and 4iaison 8ttitudes and !alues 7mpathy 5peed )C%828C7 (eight steps A 8n ethos of openness,

confrontation, trust, authenticity, proaction, autonomy, collaboration and e*perimentation in an organi&ation

promotes delegation and effecti$eness in all functions.

2roaction-at present they are reacti$e - merely respond to re1uests

%hey need to find the de$elopment needs for the ne*t two years and prepare managers for the same

1RD #OCUS F -USINESS LINKAGES

<n light of the abo$e needs and business opportunities, the following HR# systems seem to be $ery appropriate for the 2erambra plantA 0ood "anpower planning %his system should ensure that manpower re1uired is ade1uate and not in e*cess Whate$er manpower a$ailable ade1uately utilised and stretched "anpower is moti$ated and disciplined "anpower is ade1uately distributed as per the

re1uirements rather than merely as per the agreements with unions 8$oidance of job mismatch 8ppropriate Reward systems and promotion policies performance management systems %raining and #e$elopment systems %echnological training for workers and all other staff "oti$ation training for workers, super$isors and managers

 2roducti$ity related training for all Dench-marking training to perform better than others and particularly competitors 3uality and producti$ity impro$ements related training <nduction Gob-rotation Career and 5uccession 2lanning HR ; 2ersonnel 2olicies HR<5 - <nformation 5ystems 0ood work culture #iscipline 8ccountability <nno$ati$eness and %eam work 7ach of these systems are e*amined in detail in the following sections

1RD SCORE CARD O# APOLLO T2RES) PERAM-RA PLANT

%he HR# 5core card is a measure of the HR# maturity le$el of an organisation. %he score card is based on the following

assumptions and takes into consideration the research based understanding gained in the last few years regarding HR#. %he maturity le$el of HR# in an organisation is indicated by the following factorsA HR# 5ystems "aturity HR# Competencies of the 7mployees including the HR #epartment HR# Culture of the )rganisation HR# <nfluence on the Dusiness 0oals or Dusiness 4inkages of HR# %his model is based on the assumption thatA Competent and moti$ated employees are needed to pro$ide 1uality products and ser$ices at competiti$e rates and ways that enhance customer satisfaction. Competencies and commitment can be de$eloped through appropriate HR# mechanisms (tools and systems . <n a HR# "ature organi&ation there will be well de$eloped HR# systems

and HR# systems "aturity can be measured through HR# audit. (HR# 5ystems "aturity 5core 5"5 HR# Competencies of the HR# department and the line managers play a significant role in implementing the systems and processes in ways that could ensure employee

satisfaction, competence building and customer satisfaction linkages. %he competencies of the staff and the other employees can be measured in terms of an inde*. (HR# Competence 5core CN5 %he HR# Culture, $alues and processes created by the HR# tools, staff and their styles also play a crucial role in building sustainable competencies in the organi&ation. %hese need to be measured and monitored. <t is possible in some

corporations (for e*ample small corporations

to ha$e $ery

little of HR systems and yet ha$e a high le$el of HR competencies and HR culture. <n the traditional family owned organi&ations in those years where there were no systems approaches there used to be good degree of HR# culture which has resulted in effecti$e functioning and business. %he HR# culture needs to be measured and $alued. (HR# Culture and !alues 5core C!5 Dusiness linkages of HR# is a $ery crucial component of HR# effecti$eness. HR# systems, competencies and the culture must be aligned with the business goals of the corporation. %he alignment could be ensured through the direct linkages

with customer satisfaction and employee moti$ation indices. (Dusiness 4inkage 5core D45 %hese four indices consist of the four pillars of HR# effecti$eness. 8ll the four dimensions are assessed using a ten point rating system. 8S. Highest 5core and Highest "aturity 4e$el A. !ery High "aturity le$el DS High "aturity 4e$el D. "oderately High "aturity 4e$el. CS. "oderate maturity 4e$el C. "oderately low maturity le$el #S. 4ow maturity le$el #. !ery low maturity le$el B. Cot at all present L. Lngraded 1RD SCORE CARD O# APOLLO T2RES) PERAM-RA PLANT Name ", !he Organi'a!i"n HR# systems "aturity HR# Competenc e 5core HR# Culture 0rade Dusiness 4inkage 0rade )$erall HR# "aturity rating A4"ll" T3re&

0rade #S #S C C #S #S CC

8nd yet ha$e a high le$el of HR competencies and HR culture. <n the traditional family owned organi&ations in those years where there were no systems approaches there used to be good degree of HR# culture which has resulted in effecti$e functioning and business. %he HR# culture needs to be measured and $alued. (HR# Culture and !alues 5core C!5 Dusiness linkages of HR# is a $ery crucial component of HR# effecti$eness. HR# systems, competencies and the culture must be aligned with the business goals of the corporation. %he alignment could be ensured through the direct linkages with customer satisfaction and employee moti$ation indices. (Dusiness 4inkage 5core D45 %hese four indices consist of the four pillars of HR# effecti$eness. 8ll the four dimensions are assessed using a ten point rating system. 8S Highest 5core and Highest maturity 4e$el 8 !ery High "aturity le$el DS High "aturity 4e$el D "oderately High maturity le$el CS "oderate maturity le$el C "oderately low maturity le$el #S 4ow maturity le$el

# !ery low maturity le$el B Cot at all present L Lngraded 1RD SCORE CARD O# APOLLO T2RES) PERAM-RA PLANT Name ", !he Organi&a!i"n HR# systems "aturity 0rade #S #S C C #S #S CC HR# Competenc e 5core HR# Culture 0rade Dusiness 4inkage 0rade )$erall HR# "aturity rating A4"ll" T3re&

MEETING -USINESS NEEDS 7 POSSI-LE SOLUTIONS

8 good number of "anagers feel that 2roducti$ity

impro$ements are possible through the followingA %echnological impro$ements Reduction of manpower 7nsuring punctuality and discipline 7nsuring proper use of lunch breaks "aintenance impro$ements %raining of manpower and inculcating a sense responsibility <mpro$ements in team work <mpro$ement of morale through reduction of salary

disparities between grades 8 good number also felt that there is scope for Cost Reduction through A Regular monitoring Controlling scrap waste Correct utili&ation of manpower and machines

 Reduction in o$erheads Reduction of in$entory costs <ntroducing sur$eillance systems 7ducation and t raining of manpower "anagers felt that there could be 7fficiency <mpro$ements through A Cash rewards House keeping #ust and water storage systems Reduction of absenteeism Gob-rotation #iscipline and accountabilities %raining

SUMMAR2 RECOMMENDATIONS AND IMPLEMENTATION STEPS

Dusiness dri$en HR# "ake HR# business dri$en <dentify important business goals. 5et targets clearly and focus all HR# efforts on these goals. 8ppoint an in-house team to ensure business linkages of all significant HR acti$ities. Recommended business goals <mpro$ing production and producti$ity far abo$e agreed le$els by unions Cost reduction through scrap reduction wastage reduction and other areas Bull capacity utilisation of people and machines 3uality impro$ements bring down rejection rate.

Recommended HR 0oals Bull capacity utili&ation of all people at all le$els. High manpower utili&ation. High discipline and accountability through rigourous

performance monitoring and performance management.

5trengthening work culture through education, training and small group acti$ity (task forces, 1uality circles, plant work culture groups

"oti$ation de$elopment through stable promotions, welfare schemes, perks, loan schemes etc. , communications and training.

Rationali&ation of manpower through assignment of manpower as per machine and business need.

"ultiskilling

through

job

rotation,

training

and

other

de$elopment opportunities. HR# system needing attention and focus for achie$ing abo$e 2erformance "anagement 5ystem. 2erformance appraisal system for manager and workmen. Rationali&ation of compensation for super$isory le$els %raining of managers (on leadership, 1uality, problem sol$ing, benchmarking kai&en, %2", >5 and such other producti$ity impro$ement programs , 5uper$ision (on super$ision, systems moti$ation etc. and workmen (on work culture, personal and all on technical

growth achie$ement moti$ation etc. aspects. "anpower rationali&ation

Consistency6stability in promotion policies rewards and other personnel and administration policies.

HR# Competencies 5trengthen HR# structure by at least two competent HR# "anagers at plant le$el to look after "<5, %raining and other HR# 5ystem. Current staff are not 1ualified. H)# has other critical roles to perform. %rain all HR# 5taff in HR# Concepts and skills %rain6orient line managers in changing world trends, in HR "anagement, Role of time management in HR# and need for change. 2lant le$el top management to gi$e more attention to HR# Lnion leaders and workmen to be trained in changing world scenario, personal growth, achie$ement moti$ation,

benchmarking etc. HR# Culture and 5tyles Current culture is open, caring. transparent, Culture change participati$e, needed to

communicating

and

inculcate firmness, accountability, cost consciousness, 1uality consciousness and commitment to organi&ation. #esign strategies to impro$e work culture.

%ake

up

work

culture

impro$ements,

production

impro$ements, scrap elimination etc., as mission for ne*t ' years.

<mplementation plan for (???-'III %rain HR 5taff in HR#. 8dd professionals #o not change personnel policies without participati$e inputs and implication from plant le$el HR and top management. 8$oid all impulsi$e ad hoc decisions. 0et e$ery new decision e*amined for moti$ational implications 5trengthen performance management systems by training and effecti$e implementation. 7nforce plant le$el discipline and code of conduct. #e$elop new work culture to make it a model plant.

RESULTS AND ANAL2SIS

8s a result of this study we ha$e deduced that 8pollo belie$es in the following philosophyA <f people can be helped to learn how to learn they will ha$e ac1uired a life long gift. When the employees will be in touch with the types of situations and processes from which they ha$e learned in the past, they will be in a position to create the conditions in which they can continue to learn and de$elop in the future. <t belie$es that organi&ational members need to recogni&e that part of their purpose is to manage their own learning to become aware of how they are currently and to find ways of impro$ing this learning. <n-depth study of 8polloEs attempts to become learning

organi&ation has shown that the learning process flourished at 8pollo because all parties in$ol$ed ha$e contributed in

appropriate ways. <ndi$idual learners ha$e shown interest in their own de$elopment, articulated their needs and initiated6dri$en the process. %heir managers ha$e created ample opportunities, offered encouragement and supported their learning. 8pollo has pro$ided its employees a positi$e climate within which learning can occur and where the pursuit of learning is seen as a legitimate acti$ity.

RECOMMENDATIONS F SUGGESTIONS
Dimen&i"n& ", a learning "rgani'a!i"n whi$h $an be in$"r4"ra!e 5. S!a,, S!a,, b3 A4"ll"

eAel"4men!

eAel"4men! mean&H

Bulfilling potential for the benefit of the indi$idual, the organi&ation and the wider worldJ

7nabling people to release talents which they may be unaware ofJ

4earning new skillsJ Helping people to enjoy dealing with what is re1uired of themJ 0i$ing confidence to look forward into new areasJ 0enerating enthusiasmJ 0rowth in the current roleJ #e$eloping to stand stillJ ,"r &!a,, eAel"4men!H

Nee

%o impro$e efficiencyJ %o be able to perform betterJ 5o that the organi&ation and the person gainJ %o maintain standardsJ

Decause people are our most important assetsA it is only through our people that other assets and resources come to lifeJ

%o a$oid the negati$e effects of demorali&ed and unskilled staffJ

%o impro$e the climate of the organi&ationJ <t is fun, interesting and hard workJ Decause they want to de$elopJ re$"gni'ing "44"r!%ni!ie&

8. Diagn"&ing nee & an

De!ermining !he nee & ", 3"%r &!a,,H Nou and your staff can profit from the kind of relationship in which training and de$elopment needs can be discussed openly, where the subject is not taboo, where there is acceptance of the possibility that either party can be helpful and supporti$e to the other. %hese relationships donEt just happenA they ha$e to be built o$er time. %here is no simple formula for building the necessary trust. Howe$er, by showing interest, asking skilful 1uestions and being prepared to listen carefully to the responses you should be able to make good progress. ;. In i$a!"r& ", learning an eAel"4men! nee &

%here are numerous frameworks and concepts which can help in identifying learning needs.

%he best learning takes account of those needs which learners recogni&e for themsel$es. %here are numerous frameworks and concepts which can help in identifying learning needs. %he best learning takes account of those needs which learners recogni&e for themsel$es. Nou can help by encouraging your staff to take stock for themsel$esJ by listening to what they say about their own needsJ by helping them to clarify and articulate those aspects of themsel$es which they are satisfied with and those which they are moti$ated to de$elop further. <f staff are

encouraged to self-appraise then they are more likely to own any conclusions, action plans and outcomes which arise from the process. <. C"n,irming !he nee an $"n!ra$!ing !he a$!i"n

Ha$ing reflected on your own stance towards learning and staff de$elopment, considered the climate within which you are operating and studying the indicators of learning needs, the company should now be in a position to mo$e towards some actions. <n the early stages be realistic in terms of what is possible, what is acceptable and what is likely to lead to early success. Nou and your chosen staff must ha$e a high le$el of confidence that the learning path you are embarking on is likely to lead to some early gains. <f your diagnosis is starting to point towards certain learning or de$elopment needs, then check these out with the people concerned to ensure that you are clear about what is re1uired. 8s with any management process, clarification of what you are

aiming to achie$e will increase the prospect of achie$ement. 8nd their is little point in trying to help someone meet a learning need which they ha$e not recogni&ed, nor accepted nor are committed to work on. 7nergy put into agreeing and clarifying needs is a wise in$estment. When you ha$e clarified one or more learning needs and identified suitable learning acti$ities, you are ready to agree a learning contract with one or more members of your staff. Nou need to be realistic at this stageA aim to work on a small number of learning needs to start with, rather than se$eral at once, thus reducing the risk of failure. 8im for short time periods which will bring early successes and raise the confidence of yourself and your staff in the approach. =. ReAiew) eAal%a!i"n an %he management of main!aining is no different from other

learning

managerial processes, in that re$iew and e$aluation are key components. When we ha$e completed something we can easily be tempted to mo$e on to something elseJ the pressures we face often conspire to dri$e us on to the ne*t task. With staff de$elopment it is especially important to re$iew what has been done and attempt to e$aluate it. %his discipline will highlight successes and any shortcomings of the learning process. Nou and your staff will also obtain $aluable data that can be used to enrich the design of learning acti$ities in the future. 5trategically you ha$e more to gain from encouraging your staff to conduct their own re$iew and e$aluation than if you carry this

out yourself.. Here are a number of 1uestions, all or some of which you could use, perhaps in a 1uestionnaire to be completed by your staff following their in$ol$ement in learning acti$ities. ReAiew an eAal%a!i"n (%e&!i"nnaire

What did < set off to learnO %o what e*tent has the need been confirmedO How far has the identified need been metO What do < feel more able to do now than pre$iouslyO Which skills do < now feel more confident withO What am < still finding difficultO What concrete benefits can < describe as a result of my learningO

Main!aining M"men!%m %here is much to be gained from encouraging your staff to take an increasing interest in dri$ing their own de$elopment. Nour confidence, and theirs, will grow as learning contracts are fulfilledJ enthusiasm for learning will rise as people see and feel the benefits of applying new skills.

CONCLUSION
The $r%B ", e,,e$!iAe managemen! lie& in $"n!in%"%& learning. 8s Reginald Re$ans, a pioneer in organi&ational learning notes, JLearning in&i e m%&! be e(%al !" "r grea!er !han $hange "%!&i e !he "rgani'a!i"n) "r !he "rgani'a!i"n ie&J. Brom our study we ha$e concluded that 8pollo is a perfect e*ample of a learning organi&ation. %he learning in organi&ational settings at 8pollo therefore represents Jlearning a& a new ,"rm ", lab"%rJ in the following ways. (. <t is performance based and clearly tied to business objecti$es. '. <mportance is placed on learning processes and skills, e$line& an

especially learning how to learn. /. %he ability to define learning needs is as important as the answers. =. )rgani&ation-wide opportunities are created to de$elop

knowledge, skills, and attitudes. >. 4earning is part of work and a part of e$erybodyEs job description.

APOLLO T2RES LTD. A LEARNING ORGANISATION

Submitted to: Dr. Seema Sanghi

Submitted by : #iya 4al Camrata Gauhar 5hi$ani Cagpal !arun Dali

Roll No.: (??(IMM (??((I/ (??(('= (??((/K

#ORE SC1OOL O# MANAGEMENT NEW DEL1I