Set-up of roles for the achievement of organisation goals
Reporting channels and job description is rigid
Accountability and responsibility are fixed
Formation is ad-hoc and follows no structure
They generally share same interest, ideas or information.
They donot contribute directly to organisations goals.
Tall & Flat Org. Structure Span of Control of 4: Total employees = 4096 Managers at levels 1-6 = 1365 Span of Control of 8: Total employees = 4096 Managers at levels 1-4 = 585 Difference in managers equals 780.
Span of Control
Defines the number of people that one person will supervise. There may be a narrow span or a wide span of control.
Span of Control 1 4 16 64 256 1024 4096 1 8 64 512 4096 Span of 8 Span of 4 Members at each level Managers = 1365 Managers = 585
Doesn’t understand importance of developing the employees
Doesn’t value contribution of HRD
The role of HRD in an organisation Specialist Controller Change Agent Facilitator HRD
HRM & other Org. Functions Products Techn- ology Marketing Production HRM
HR Strategy ABB To build value, performance and leadership into ABB, responsibility, respect and determination are key
Assuming responsibility, and acting with respect and determination makes it possible to nurture ABB’s traditional strengths – our technology leadership, our pioneering spirit and our ability to be at home everywhere. That is our legacy, and our future.
‘ 3S’ (System, Speed, Spirit) Management Philosophy at ABB India. Café – HR part of SAP HR module, serves as an employee self service portal: