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Prepared by:
Anuraag Behera PGP/18/236
Dushyant Bheda PGP/18/237
Munisha Aggarwal PGP/18/258
Kshitij Patil PGP/18/260
Shwe...
3 Values
Democracy
Profit
Sharing
Information
Background
Obstacle
Size
Lack of
motivation
Hierarchy
Ignorance
Democracy
Divided facility in three
separate plants which
increased ...
Counsel
ors
Partners
Associates
&
Coordinat
ors
Counselors
Partners
Associates
&
Coordinators
Pyramid structure generally
...
• Abolish norms, manuals, rules & regulations
• Rule of common sense to promote personal responsibility
• Lost in space ap...
Issues with the current situation
If you don’t appoint a leader, one will emerge
Roles FIND the person
Results not stat...
Transparency
Sharing all of the information & not holding back anything
Share monthly results with the employees
Employ...
Conclusion
Semco is a company with unique system breaking the normal
notion that a manufacturing firm needs to have mechan...
Managing without managers - Ricardo Semler
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Managing without managers - Ricardo Semler

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Summary of the case

Published in: Leadership & Management
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Managing without managers - Ricardo Semler

  1. 1. Prepared by: Anuraag Behera PGP/18/236 Dushyant Bheda PGP/18/237 Munisha Aggarwal PGP/18/258 Kshitij Patil PGP/18/260 Shweta Singh PGP/18/273 Arnab Roy PGP/17-D/199
  2. 2. 3 Values Democracy Profit Sharing Information Background
  3. 3. Obstacle Size Lack of motivation Hierarchy Ignorance Democracy Divided facility in three separate plants which increased “sense of belonging” Increased productivity. Helped reducing work size by 32% through attrition and retirement incentives
  4. 4. Counsel ors Partners Associates & Coordinat ors Counselors Partners Associates & Coordinators Pyramid structure generally used in Manufacturing firm Pyramid circle structure used by Semco Pyramid to organizational circle structure Overcoming Biggest Obstacle: Hierarchy Major changes incorporated:- • Subordinate evaluating managers • Questionnaire about company’s creditability and top management competence • Company - wide vote
  5. 5. • Abolish norms, manuals, rules & regulations • Rule of common sense to promote personal responsibility • Lost in space approach • Flexibility provieded to factory floor as well by making each cell self- contained • Job rotation every 2-5 years • Provide job security to people over 50 or people served over 3 years Adult Hiring Treating employees as if they are adults allow workers to use common sense and in turn promotes personal responsibilities Letting them do whatever the hell they want breeds a culture of capable, accountable and responsible employees
  6. 6. Issues with the current situation If you don’t appoint a leader, one will emerge Roles FIND the person Results not status Hunting the Wholly Mammoth Solution is PROFIT SHARING Corporate profit sharing is today’s mammoth meat Most successful when there is a broad program of employee participation, when profit sharing criteria are clear and simple
  7. 7. Transparency Sharing all of the information & not holding back anything Share monthly results with the employees Employees trained to read and understand balance sheet and cash flow statements Confidential Salaries Simple accounting system providing relevant information The relevant information became insignificant Liberty to do what they want Employees can Choose your own: Pay Job Title Dress Code Office Decorations Work Hours
  8. 8. Conclusion Semco is a company with unique system breaking the normal notion that a manufacturing firm needs to have mechanistic structure. Participation in decision making gives people control of their work, profit sharing gives them a reason to do it better, information tell them what is working and what is not.

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