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HMSI - Inter Organizational Development
HMSI - Inter Organizational Development
HMSI - Inter Organizational Development
HMSI - Inter Organizational Development
HMSI - Inter Organizational Development
HMSI - Inter Organizational Development
HMSI - Inter Organizational Development
HMSI - Inter Organizational Development
HMSI - Inter Organizational Development
HMSI - Inter Organizational Development
HMSI - Inter Organizational Development
HMSI - Inter Organizational Development
HMSI - Inter Organizational Development
HMSI - Inter Organizational Development
HMSI - Inter Organizational Development
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HMSI - Inter Organizational Development

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  • 1. Honda Motorcycles and Scooters India LTD
    By Group 7
  • 2. HMCL
    Producer of scooters & motorcycles
    The Honda way
    Good HR policies
  • 3.
  • 4. P
    Company’s management lobbying with government
    Support of union leaders affiliated to AITUC
    Wages raise dispute
    Arbitration by Haryana Chief Minister
    E
    Government regulations on labor wages
    S
    Media coverage of the labor unrest
    Language and cultural barriers between Indians and Japanese
    T
    Post Fordist production system
    L
    Police intervention
    E
    ‘Gheraoing’ of management by workers
    Non compliance of HR policies by Indian management
  • 5. ISSUES WITH HUMAN RESOURCE MANAGEMENT
    Egoistic management
    Lack of communication
    Language and cultural barriers
    Arrogant VP misbehaving
    Disrespect of religion
    Use of coercive power
    Objection to formation of union
    Lack of skilled industrial relation personnel
    Payment of ex-gratia is refused
  • 6. UNPOPULAR HR POLICIES
    Movement restrictions
    Overstay policy
    Reluctance in granting leave
    Strict in offering flexible working hours
  • 7. ISSUE WITH WORKERS
    ‘Gheraoing’ of management by workers
    Unreasonable demands
    Slow-down production & refuse overtime
  • 8. AND SITUATION GOT WORSE...
    Workers refused hike in monthly pay
    Management against union
    Intervention by AITUC chief and MP
    Conciliation failure
    Management denied entry to workers
    Stone throwing by masked men
    Police brutality against qorkers
    Truce after arbitration by Haryana CM
  • 9.
  • 10. POST VIOLENCE SCENARIO
    More cooperation between employees and mgt
    Increased Monetary Benefits
    Monitoring of Management- employee relations
    Scrapping of overtime
    Recognition of employees by management
    Inclusion of workers’ families
    Feeling of ownership by workers
    Celebration of achievements
  • 11. CEO’S CONCERN
    Undo the bitter feelings amongst workers. - Change in culture
    Restore company’s image
    Decision whether to expand production capacity
    Maintain and Enhance productivity
  • 12. ROAD AHEAD FOR HONDA
    TIME FOR CULTURAL CHANGE!!
    Culture needs to change – from “control” to “collaboration”
    Better trained managers
    No NIGGYSOB
  • 13. CREATING HIGH PERFORMANCE TEAMS
    Need to make small teams
    A common purpose
    A common goal
  • 14. CREATING HIGH PERFORMANCE TEAMS
    Common working approach
    Mutual accountability
    Teams with complementary skills
    `

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