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HMSI - Inter Organizational Development


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HMSI - Inter Organizational Development

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