1. CASE ANALYSIS - THE MORNING STAR COMPANY: SELF MANAGEMENT AT WORK
PHILOSOPHY BEHIND SELF MANAGEMENT
People are productive when they are happy; people are happy when they have control over what they do.
Humans inherently organize themselves on their own, they don’t require a supervisor.
• Self-management was transferred from peer to peer as a form of institutional knowledge
• To become a leader one had to evolve relationships and prove his competency before assertion
ADVANTAGES OF SELF MANAGEMENT
The company believed that self-management yielded meaningful advantages in colleague’s engagement, effort,
productivity & learning. Self-management created a structure without the cost over heads of managers enabling
it to become a cost leader in the market. The system also ensured higher job satisfaction among employees.
CHALLENGES OF IMPLEMENTING SELF MANAGEMENT IN INDIA
1. Peer to Peer accountability: The self-management system didn’t have a system to hold other accountable. In
India, where people focus more on being popular, accountability could be expected to be compromised.
2. Unfamiliarity: Traditionally, India has witnessed organization structures which are highly mechanistic and have
a strict hierarchy of authority with high levels of supervision. This system would be completely different to the
people and it might prove difficult for people to adjust to this system.
3. Formalization: Employee titles and vertical organizational charts have always been seen as a pre-requisite for
any organization. This sort of structure would prove a hindrance for people to switch between companies as it
does not resonate with the traditional organizations in the country.
4. Specialization: A majority of the work-force in India is highly specialized and are not accustomed to the self-
starter culture where one is expected to learn new skills on his own to expand his role.
5. Collaboration: People from various cultures and backgrounds generally tend to disagree on a variety of
reasons in society. The level of collaboration required in this system would be difficult to achieve.
6. Inability to retain generalists: The top talent in India graduate from b-schools and enter in roles which focus
on wholesome management rather than a particular function. The compensation system in this system would
not be able to attract the top talents.
KEY APECTS OF SELF MANAGEMENT
INDIVIDUAL
FREEDOM
An employee is
not restricted by
his job description.
He is free to
contribute
anywhere if his
skills can add value
Thus, broader and
more
complicated roles
were
created compared
to anywhere else.
TOTAL
RESPONSIBILITY
Employees are
expected to
initiate
communication
and co-ordination
of activities with
internal & external
stakeholders.
whole.
Responsibilities
are not limited to
a certain team or
function.
NO HIERARCHY
OF AUTHORITY
Hierarchy was
absent and
decisions were
taken
collectively by
colleagues.
Disagreements
between
employees were
settled with the
help of other
employees and
as a last resort
by the president.
SELF
EMPOWERMENT
Employees aren’t
told anything, they
set their own
missions which
allows them to
perform at higher
levels.
Everyone is
allowed to spend
the money for
staffing and
resources without
approvals.
FLUD STRUCTUIRE
A fluid structure
was maintained
within the
organization by
CLOUs. Employees
created CLOUs in
collaboration with
associated
employees.
Basic assignments
were transferred
to colleagues
newer in the
organization.
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