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Bosch Group in India

Autor:   •  February 22, 2018  •  1,096 Words (5 Pages)  •  418 Views

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Developments of a Global Perspective

Opportunities for low level employees to understand the dynamics of the business in a global level. Verticalization will help them to know their industry in terms of global trends.

Challenges

Fragmentation of the organization

- Difficulty in employee Mobility:- Requires the approval of the Global Product Group

- Many units instead of one:- Multiple reporting within India and outside which causes delays in resolving simple issues

- Profitability became public to every employee:- More profitable divisions are reluctant to “subsidize” the less profitable ones

- Conflicts between units:- Conflicts between divisions that are supposed to work in synergies because of different goals and incentives

Confusion and Conflict

- Multiple reporting lines:- The Head of the Division has to report to the MD of Bosch in India and to a person in the Asia region

- Difficult to adapt to this new method:- The importance of command is no longer there

- Personality crashes:- Strong and assertive personalities dominate over the weak and submissive ones

- Indian culture:- We do not have the ability to adjust. Some of us talk too much

Voice of region may be lost

- Target responsibility has final authority in case of conflict.

- Other markets might be more attractive than India.

- Products unique to India may be neglected by Global Product Group.

- Administrative decisions used to have more freedom before verticalization.

Resentment across different bosch companies in india

- Decision making for one company had to be in consent with other companies within the same geographical division of India

- Human resources decisions were put into place separately.

Tackling the Challenges

The country head has to play a major role in tackling the challenges that have risen because of the verticalization process.

- He has to make sure that the local needs of the Indian market and Indian operations are preserved.

- He has to help in improving the decision making process which is in place currently. The delay in decision making can be improved by calling up a meeting every quarter between all the company heads and the country head to lay down the tasks that need to be done within that quarter.

- Also every quarter a staff briefing should take place including all the employees of Bosch in India where the country head gives them information about the happenings in the global Operations of Bosch as well as the Indian operations of Bosch. This should be driven by the country head

- The administrative and target related reporting should be done to the same person. A person who is managing the targets of lets say 10 employees can also take up the administrative work i.e. timesheet etc for the same set of employees. In this way the multiple reporting could get reduced.

- Salaries and bonuses should not be same across the whole company . There should rather be a review process of each employee with his administrative manager on a timely basis . This way you can track how well an employee is doing and give him suggestions on how he can improve. Also there should be rating provided to an employee at the end of the year which would form the basis of his increment and the bonus for that year.

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