Informal Techniques Essay

1. How do the ‘informal’ reinforce the ‘formal’ techniques?

• Ans. The Culture at HFL demands “involvement and communication” which plays an important role to reinforce both the informal and formal techniques in an organization.

• The informal techniques reinforces formal techniques at HFL which mainly develop around social or in project groups which enforce camaraderie among people that often brings a more immediate response from individuals. David instituted informal techniques like ‘coffee and cakes’ sessions on Monday mornings to help communication and get people to mix across boundaries and functions which results in building mutual trust and personal relationships resulting in automated motivation among the employees at HFL.

• Formal

• The technology had been used for innovation and creativity for ideas. Every idea is posted on the company’s intranet and staffs are invited to comment in a common HUB. The best ideas might be taken forward by project teams.

• Business Intelligence Group, which is being used to trawl outside the world for generating new ideas.

5 Why is it important to replace senior managers who block change?

As in order to sustain in the market and to have a competitative advantage “change in organization” is required. Change includes the cost, technology, and talent implications. It is important to replace the senior managers who block change in an organization. Change management is required:

• Enables the organization to sustain in the market along with the competitative advantage.

• Expansion.

• It would fail to meet the needs of the loyal customers.

• Reduce growth opportunities.

The senior managers are the ones who must analyze the change and should apply the changes in real. But if they are only reluctant to change and would sink then it will directly affect the performance of the HFL and the objectives would remain

Explain five most dominating characteristics of Mrs. Ranjana Kumar that differentiates her from a traditional manager?

The most dominating characteristics of Mrs. Ranjana Kumar which differentiates her from a traditional manager are as follows:

• Systematic planning: When Mrs.Ranjana had taken the ownership of CMD (Chairman and Managing Director) at INDIAN BANK, the situation was worse. But she planned everything very systematically so that the bank would overcome. After the analysis, she decided to change the overall organizational structure of the bank towards more effective functioning. She simply merged 119 of more than 1,400 branches all over India and trimmed the workforce by offering 3,000 of the bank 's 25,000 staff a voluntary retirement scheme

• Risk- taker: This was most challenging task since the bank had already been recapitalized a few times before and had not shown any positive results thereof. This time, however, disbursement of the first tranche of capital was delayed for 22 months and was also made conditional on the bank 's performance. But, Mrs. Kumar reached a written understanding with the unions about a three-year restructuring