PSG COLLEGE OF ARTS AND SCIENCE Coimbatore -14 College with potential of excellence (Status awarded by the UGC)

An autonomous college and Affiliated to Bharathiar University RE-Accredited with A+ Grade by NAAC An ISO 9001:2000 Certified Institutions

PROJECT ON

HCL Infosystems Ltd, Design Services & Manufacturing Services, Ambattur

REPORT:

2011

Work done by Name: Register number:

SURYABALA.S 10BBM055

Organization Study DSMS- Role ambiguity Suryabala.S

TABLE OF CONTENTS: Introduction-HCL Infosystems Ltd Executive summary Organization layout Manufacturing units Organization study-HCL Infosystems Ltd, Ambattur o DSMS-Design Services & Manufacturing services o Products o Plant operation chart o Shop floor o Process flow Role ambiguity-DSMS o Introduction o Role ambiguity-a Boon or ban o Problem statement o Data Purchase department Sales & Marketing department Production department Quality Control department Accounts department Logistics department

Alternative analysis o Goal ambiguity

Action and implementation plan o Transaction analysis Illation Reference 1

Organization Study DSMS- Role ambiguity Suryabala.S

HCL INFOSYSTEMS HCL Infosystems Ltd is Indias premier hardware, services and ICT systems Integration Company offering a wide spectrum of ICT products that includes Computing, Storage, Networking, Security, Telecom, Imaging and Retail. HCL is a one-stop-shop for all the ICT requirements of an organization. India's leading System Integration and Infrastructure Management Services Organization, HCL has specialized expertise across verticals including Telecom, BFSI, E-governance & Power. HCL has India's largest distribution and retail network, taking market to a range of Digital Lifestyle products in partnership with leading global ICT brands, including Apple, Cisco, Ericsson, Kingston, Kodak, Konica Minolta, Microsoft, Nokia, Toshiba, and many more. HCL Infosystems Ltd., a listed subsidiary of HCL, is an India-based hardware and systems integrator. It has a presence in 170 locations and 300 service centers throughout India. Its manufacturing facilities are based in Chennai, Pondicherry and Uttarakhand. It is headquartered at Noida.

HCL today has India's largest vertically integrated computer manufacturing facility with over three decades of electronic manufacturing experience & HCL desktops is the largest selling brand into the enterprise space. With Indias largest ICT services network that reaches to every corner of India, HCLs award winning Support Services makes it the preferred choice of enterprise and consumers alike. HCL Infosystems has a 100% subsidiary that addresses the physical security technology system integration market.

EXECUTIVE SUMMARY

HCL Infosystems, India's premier information enabling and integration company, has received the ISO 9001:2000 certification specifies requirements for a quality management system where an organization needs to demonstrate its ability to consistently provide product and services that meets customer and applicable regulatory requirements. ISO 9001:2000 also aims to enhance 2

Organization Study DSMS- Role ambiguity Suryabala.S

customer satisfaction through the effective application of the system, including processes for continual improvement of the system and the assurance of conformity to customer and applicable regulatory requirements. HCL Insys chosen platform of total technology integration lends itself to some very significant alliances with the global leaders. Among its partner are HP for high end AISCE/UNIX services and workstation and HP Open view network management solution; Intel for PC and PC server building blocks; Microsoft, Novell and SCO AG solutions; Red hat ;Linux; Samsung; Pivota for CRM solution and ORACLE Sybase and Informix for RDBMS platform. Today the company has aligned its operations into five entities that offer seamless linkages for the customers seeking entry into the wired world through total Integration solution and services. HCL Infosystems focuses on the ever-growing segment in Imaging, Telecom and Communication products solutions and services. Now it has an exclusive sale and support partnership with Toshiba Corporation, Japan, for sales and servicing of its imaging and photocopier products. HCL Infosystems product portfolio covers a range of other office automation and communication products through alliances with world leaders. The Managed Network Service offerings for corporate include VPNs, ASP offerings, Co Location/ hosting, CDNs, security, corporate internet telephony solutions, technical and consumer help desks, 24/7 Network Operations Centre monitoring and a host of value added networking services. Consumer services include dialup PSTN/ISDN Internet access, Valufon calling cards and VoIP telephony devices.

COMPANY PROFILE

Date of Establishment Revenue Market Cap Corporate Address

1976 2598.12 ( USD in Millions ) 23313.2091934 ( Rs. in Millions ) 806 Siddharth,96 Nehru Place, New Delhi-110019, Delhi www.hclinfosystems.in 3

Organization Study DSMS- Role ambiguity Suryabala.S

Management Details

Chairperson - Ajai Chowdhry MD Directors - Ajai Chowdhry, Ajay Vohra, Anita Ramachandran, D S Puri, D S Puri, E A Kshirsagar, E A Kshirsagar, Harsh Chitale, J V Ramamurthy, J V Ramamurthy, Narasimhan Jegadeesh, Nikhil Sinha, R P Khosla, R P Khosla, S Bhattacharya, S Bhattacharya, Sandeep Kanwar, Sushil Kumar Jain, T S Purushothaman, T S Purushothaman, V N Koura, V N Koura

Business Operation Background

IT - Hardware HCL Infosystems (HCLI) is one of the leading ICT system integrator and distribution company. It was incorporated in the year 1986. HCLI has wide range of products and services such as IT products, solutions and related services, which include PCs, servers, imaging, voice and video solutions, networking products, TV and FM broadcasting solutions, communication solutions, system integration, ICT educ

Financials

Total Income - Rs. 120119.1 Million ( year ending Jun 2010) Net Profit - Rs. 2615.5 Million ( year ending Jun 2010)

Company Secretary Bankers

Sushil Kumar Jain Canara Bank , HDFC Bank, HSBC Bank, ICICI Bank, Standard Chartered Bank, State Bank of India, State Bank of Patiala, State Bank of Saurashtra

Auditors

Price Waterhouse

Organization Study DSMS- Role ambiguity Suryabala.S

VISION: A global corporation enriching lives and enabling business transformation for our customers, with leadership in chosen technologies and markets. Be the first choice foe employees and partners with commitments to sustainability.

MISSION: We enable business transformation and enrichment of lives by delivering sustainable world-class technology products, solutions & services in our chosen markets, thereby creating superior shareholder value. MILESTONE: 1976 -HCL was born 1978 -Successfully ships in-house designed micro-computer at the same time as Apple 1983 -Indigenously develops RDBMS, a networking OS & a client server architecture, in the same period as global IT peers. 1984 -Amongst first to launch MS DOS based IBM compatible PCs 1991 -Enters into joint venture with HP 1997 -HCL R&D spun-off as HCL technologies 1998 -Buys stake in HCL-HP 2000 -Launches HCL infinet with the announcement of national ISP/NLD policy 2004 -Largest manufacturer of PCs in India 2006 -Enters into IT outsourcing 5

Organization Study DSMS- Role ambiguity Suryabala.S

2007 -Announces HCL ecoSafe. Launches a new range of eco-friendly desktops & laptops 2008 -Incorporates HCL Security Ltd., Launches HCL Touch-a pioneering initiative in the Indian ICT sector for customer care services. 2009 -Launched brand ME range of laptops 2010 -IDC (Dataquest Customer Satisfaction) Survey ranks HCL Infosystems as no.1 in IT services in India for 2nd consecutive year. Launches cloud services. MANUFACTURING UNITS: Uttaranchal, (Rudrapur) HCL Infosystems Ltd inaugurated its manufacturing unit at Rudrapur, Uttaranchal, at an investment of about Rs 70-75 crore. With the start of the new facility, the manufacturing capacity grew to two million from the current one million at its Puducherry plant. Initially, the plant manufactured desktop computers and LCD monitors and later it covered products such as notebooks, servers and thin clients. Puducherry ( sedarpet, Tattanchady) HCL Peripherals, a unit of HCL Infosystems Limited, began manufacturing LCD monitors and laptops at its Puducherry unit. The Puducherry facility has a manufacturing capacity of 2,500 monitors per month. They also take up other higher electronic projects like Automated vending machines, PC etc. Chennai (Ambattur, Attaipet) The Chennai Plant manufactures networking racks, information/interactive kiosks, touch-screen kiosks, elevator components, power distribution boxes, sheet metals, enclosures, consoles etc.

Organization Study DSMS- Role ambiguity Suryabala.S

HCL INFOSYSTEMS CHENNAI (AMBATTUR) The manufacturing unit of HCL Infosystems in Chennai is located at Ambattur Industrial Estate. It is a well equipped facility for production and manufacturing of racks and enclosures. It is facilitated with high level technology machineries along with labour efficiency for better performance. They are one of the leading manufacturers of Racking Systems in India, Equipments Enclosures, Cable Trays & Accessories, Boxes, Server Racks, Telecom Racks, Open Racks, Networking & Power distribution equipments. DESIGN & MANUFACTURING SERVICES HCL Infosystems, with revenue of US$ 2.7 billion, is Indias premier technology enabling and system Integration Company with focus on Indian market in the area of Information Technology, Office Automation, Communication, Enterprise networking, Custom engineering and Design Solutions. HCL has the highest caliber of design expertise backed with knowledge for offering cost-effective solutions. DESIGN SERVICES Service Design is the activity of planning and organizing people, infrastructure, communication and material components of a service, in order to improve its quality, the interaction between service provider and customers and the customer's experience. The design (or redesign) of a service may involve re-organizing the activities performed by the service provider. Service Design agencies apply design tools, techniques and thinking to service challenges, either to improve existing services or to create new ones. Typically, the work is based upon deep insights gathered by shadowing service users. This technique produces more accurate insights into the usability of a service than traditional remote surveys because what people say they do is frequently different to what they actually do. Concepts and ideas generated are captured in sketches or in service prototypes. The strong visual element, combined with the opportunity to test and rapidly change services and interfaces, delivers real value in today's competitive markets. 7

Organization Study DSMS- Role ambiguity Suryabala.S

AIM:

CONCEPT

PRODUCT

MANUFACTURING SERVICES With significant investments in state-of-the art manufacturing and testing facilities, HCLs manufacturing & testing services cater the specific needs of its aerospace customers including low volume manufacturing, prototype manufacturing, sheet metal, environment testing and final product testing. HCLs Manufacturing Services for A&D sector HCL owns/ manages the entire manufacturing cycle including outsourced operations through strong partnerships with reputed vendors. HCL has high-end capabilities in Manufacturing and Sheet Metal fabrication with dedicated state-of-the art prototyping units. HCL capabilities in prototyping manufacturing ranges cover both electronics and electrical systems/components of an aircraft.

ENGINEERING:

DRAWING

PRODUCT

Organization Study DSMS- Role ambiguity Suryabala.S

The services in this area include: Manufacturing Offerings

Contract Manufacturing
o o o o

Electro-mechanical parts/ assemblies Sheet metal parts Plastic parts Machined parts

Sourcing of Systems and Components

o

Electrical parts (PCBs, chips, discrete electronic components, switches, connectors, cables, etc.)

o o

Castings, forgings, etc. Packing material

Assembly Operation
o o o

PCB assembly Cabling, routing and wiring Build complete assemblies and systems

In-house Capabilities
o o o

Plastics Packing materials Specialized assembly requirements

Manufacturing - Key Strengths

Well-defined manufacturing processes-ISO 9001, ISO 14001 BS7799 certification for IP security In-house capabilities in
o

Industrial design 9

Organization Study DSMS- Role ambiguity Suryabala.S

o o o

Design and development- mechanical, electrical and SW Prototyping Testing and certification

Strong tie-ups with leading component suppliers 30 years of manufacturing experience Sensitive to customer timelines, quality requirements and cost targets

Engineering design & manufacturing

DESIGN & MANUFACTURING SERVICES

Electronic design & manufacturing

Software design service

Test & Certification service

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ORGANIZATION CHART/DSMS

EXECUTIVE VICE PRESIDENT

(BUSINESS HEAD)

ASSOCIATE VICE PRESIDENT

PROCUREMENT

Plant Operation

V J Varghese AVP

GM Aerospace / General

R&D Design & Engg

HR

ACCOUNTS Field Sales Product Managers Sales Support

Quality

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PRODUCTS The major products that are manufactured in this unit include: RACKS HCL Racks are of rigid base frame structure made of high precision heavy grade aluminium/steel structure, light in weight, the racks have panels and doors made of high quality, pre-treated, CRCA steel and tinted glass. They are of various kinds: Floor standing racks: The high precision floor standing racks are designed to mount every part of networking systems, servers and instruments. Features: Conforms to DIN and IEC Standards Lockable front door made of toughened tinted glass/fully perforated Welded construction & adjustable mounting rails in the front and rear Available in Aluminium and steel

Wall mount racks: For applications where minimum components of networking need to be enclosed, the right choice would be from a wide range of table top racks which in case of space demand are wall mountable too. Single and double section models are available to support high loads and to provide for neat structured cabling in various heights ranging from 4U to I8U. Features: Front section with tinted glass door with lock and key 19 horizontal power distribution box 12

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Vented top plate and louvered sides for optional air flow and heat dissipation Front door with lock and toughened glass/ Acrylic view panel Maximum load rating up to 50kgs Durable and attractive Epoxy powder coat finish

CUSTOMIZED SERVER RACKS: Equipments of odd sizes and non standard dimensions demand custom made configuration of server racks, such as, Telecom/ETSI racks Standard configuration of HCL ETSI (Telecom) cabinet comprises of a top, base and 2 sided with integrated ETSI equipment mounting slots. Industrial/IP standard racks HCL IP rated racks have welded rock solid construction. Basic frame of the HCL IP rated enclosure is made from 2mm CRCA sheet steel and is MIG welded for rock solid strength and rigidity. Enclosures The Enclosures are constantly upgraded to keep abreast of technological development in Data Communication field. With ease of installation the enclosures assure high strength to withstand loads of various capacities while providing excellent aesthetics. Various IP standards up to IP65 are available-Design & develop enclosures for specific requirements both indoor and outdoor, telecom, power, control etc. Products are certified by TEC, ETDC.

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Consoles Console enclosures are designed as per the customer application requirements. These console enclosures are used for console application like direct console, Operator console, Work station, Command line consoles etc. OPEN FRAME RACKS: The open frame racks are typically used in research centers and other test environments. Open frame racks are made of high grade steel/aluminium with two vertical members and two horizontal members fixed to extended feet of heavy gauge steel. These could also be anchored to the wall by means of support angles fixed at the top. Features: Multiple height option Choice of different base available End to end modular cable management solution Any number of switch racks can be coupled together

ACCESSORIES Power management accessories Thermal management accessories Cable management accessories Equipment management Equipment mounting shelves Equipment support angles Equipment mounting fasteners Vibration kit

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KVM switches Intelligent power distribution unit with remote monitoring & control ELECTRO MECHANICALS KIOSKS A Kiosk is rugged standalone structure which has been designed to provide a simple friendly interface to novice computer users. A kiosk performs a task which is easily automated freeing personnel from boring tedious labor. Kiosk also called as Self-service terminals are hardware devices that work in combination with self service software, allowing users to perform any number of possible transactions. The method of input is a keyboard, touch-screen, or both. Some kiosks include card readers, receipt printers, coin acceptors, metallic Keyboard and other more complex mechanical devices. Features:

Ticket vending machine Automated test Power distribution unit

Easy navigation with the use of touch screen technology Reduction in man power thus cutting costs Allows transactions to be made out of staffed hours -24x7 Transactions are carried out in a secured manner Increase in transparency with customer while transactions Can be used for variety of applications for almost every industry verticals Revenue generation through Advertising Rugged designed systems with very low maintenance requirement

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Plant Operation chart

AVP Head - Operations

Deputy General Manager

Head - Quality Control

PROCUREMENT

Planning
HR MIS-SAP ACCOUNTS

Production

BDM

Manager Quality Control

Infrastructure

Production Planning

Production Mechanical

Maintenance

RPT Production Electronics

Logistics

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SHOP FLOOR The machineries in the production unit are specially customized to minimize the workload of the labour and to efficient the easy flow of production process. HCL is fully equipped with the state-of-art manufacturing facility comprising CNC machines such as MURATA Turrent punch presses CNC laser cutting machines KOMATSU NC press brake MURATEC CNC press brake Rapid prototyping machines etc HCL is having a dedicated CAD/CAM design facility & systems supported by solid edge & AUTODESK. These facilities enable to manufacture precision sheet metal products as per customer requirements. HCL also offers component level, assembled sub-systems as well as full machine building services. Hinged on basic engineering strength as well as a comprehensive manufacturing facility, including production of cast and machined components, high quality sheet metal parts, heavy fabrication, high precision assembly, software, electrical & electronics. HCL is capable of undertaking the most engineering intensive tasks and looks into the impending challenges of the customer needs. DESIGNING HCL offers electronic design services in bringing out sophisticated equipments. Having 25 years of experience in Designing and Developing Digital Information, communication technology products and embedded solutions; HCL has gained the expertise in the following fields Process control systems Industrial application terminals Automated test equipments 17

Organization Study DSMS- Role ambiguity Suryabala.S

Test jigs Display systems Robotics in various domains including Avionics, Automobile, Power and Medical Expertise in micro controller based system boards including Firmware/embedded application Display system design Power electronics Interface communication software over USB Parallel interface HCL specializes in time-critical, application specific printed circuit board design. HCL has striven for excellence in PCB design services and has thorough understanding of PCB design and development processes which is the prime reason for their reduced turn-around time with international quality output. R&D- SOFTWARE DESIGNING HCL has comprehensive expertise, experience and maturity in software development with a dedicated team of R&D software professionals. HCL software personnel are trained to respond to the customer inquires with prompt, accurate and informative answers. Right from the project initial-meetings, HCL project management team comprising of technical and functional experts work together with the customers in providing efficient and cost effective solutions. HCL delivers customer centric solutions across the clients functional requirements. The prominent customer segments include PSUs R&D Defense Government & corporate 18

Organization Study DSMS- Role ambiguity Suryabala.S

Design & Engineering

AVP Head - Operations

R&D

Mechanical

Electronics

Electronics Design (Pondy)

Project Manager

Pre Sale Mech/Kiosk

Design Mechanical

PEG Mech/Kiosk

Presales Electronics

PEG Electronics

S/W Presales & Delivery

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PROCESS FLOW:

Creating repeatable business processes is an important part of building and running an effective organization. Well-designed and documented organizational processes are critical for the success of business activities. Organizations that don't take the time and care to create repeatable processes run the risk of quality and consistency issues. A process flow is a way of visualizing and documenting the steps in an organizational process. A process flow consists of a sequence of connected steps. It is a depiction of a sequence of operations, declared as work of a person, a group of persons, an organization of staff, or one or more simple or complex mechanisms. Process flow may be seen as any abstraction of real work. For control purposes, workflow may be a view on real work under a chosen aspect, thus serving as a virtual representation of actual work. The flow being described may refer to a document or product that is being transferred from one step to another.

The process flow of production goes like this,

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Organization Study DSMS- Role ambiguity Suryabala.S

Enquiry (Received RFQ) > Sales > Presales Sales Evaluation & Qualification Sales (To Qualify Cases) RFQ Template

> Presale > Proposal Team >R&D > Manufacturing Support > Procurement

> Presales > Proposal Team >R&D > Manufacturing Support > Procurement > Delivery > Sales

Presale Evaluation Presales(Presale to Qualify)

Technical Checklist

Margin Sheet Proposal

Order Processing Checklist > Presales > Sales > Delivery Order Processing

Order Execution > Presales > Sales > Delivery On Going Support > Sales > Delivery

Installation Note NI Demand Order Register

Call Sheet Call Register

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ROLE AMBIGUITY Role ambiguity has been described by Kahn(1964) as the single or multiple roles that confront the role incumbent, which may not be clearly communicated in terms of behaviors or performance levels. Role ambiguity exists when focal persons are uncertain about product-toevaluation contingencies and are aware of their own uncertainty about them. Breaugh & Colihan (1994) have further refined the definition of role ambiguity to be job ambiguity and indicate that job ambiguity possesses three distinct aspects: work methods scheduling performance criteria

Most research suggests that role ambiguity is indeed negatively correlated with job satisfaction, job involvement, performance, tension, propensity to leave the job and job performance variables The multidimensional approaches to the study of role ambiguity began with Bedeian and Armenakis (1981) .Based on their findings and the foundation provided by these works there are four widely accepted dimensions to role ambiguity, which may be experienced by the role incumbents, and are based on the role incumbents perspective.

The dimensions include:

1) Goal/Expectation/Responsibility Ambiguity What is expected? What should I be doing?

2) Process Ambiguity How to get things done. The ways of achieving organizational objectives.

3) Priority Ambiguity When things should be done and in what order. 22

Organization Study DSMS- Role ambiguity Suryabala.S

4) Behavior Ambiguity How am I expected to act in various situations? What behaviors will lead to the needed or desired outcomes?

Kahn(1964) hypothesized that the presence of three organizational conditions contributes to an environment of ambiguity:

the amount of organizational complexity rapid organizational or technological change management's philosophy about intra-company communications

Hofstede (1980) echoes these same concerns regarding uncertainty in organizations by describing the rationale for his uncertainty avoidance construct, which he described as "intolerance for ambiguity". According to Hofstede (1980), "The concept of uncertainty is often linked to the concept of environment; the "environment" which usually is taken to include everything not under direct control of the organization is a source of uncertainty for which the organization tries to compensate."

The type of services that an organization provides may also influence the level of conflict or role ambiguity. According to Rogers & Molnar (1976), organizations supplying human services tend to employ larger numbers of specialists than organizations supplying services with less uncertainty about the appropriate treatment or technique. This draws one to conclude that professional roles are permitted greater discretion and are supported by the authority of professional codes of conduct, which would reduce ambiguity levels, but may increase conflict.

AMBIGUITY- A BOON OR BAN

This leads us to the inevitable position of ultimately attempting to determine whether or not the presence of ambiguity should be considered a "bad" thing. Ambiguity can be both 23

Organization Study DSMS- Role ambiguity Suryabala.S

"good" -resulting in productive stress, also called eustress by Selye (1976) and "bad" -the lack of stress or too much stress which results in dysfunction, also known as distress (Selye, 1976). As the concept of stress is considered to be highly individual in nature, we must attempt to determine the point at which ambiguity causes distress. One avenue to consider is in evaluating an individuals need for clarity. Lyons (1971) defines role clarity as the "subjective feeling of having as much or not as much role relevant information as the person would like to have." In organizational situations this often is related to the inherent position power of managers and those in leadership roles. Employees in high power distance cultures often look to management to solve problems. In low power distance cultures the reduction of ambiguity is part of the way that supervisors promote subordinate performance. TECHNICAL VS. MANAGERIAL ROLE

Management roles have historically been viewed as predominantly boundary spanning in nature, where technical roles with greater clarity are less subject to ambiguity, but in some cases having greater conflicting roles and responsibilities. According to Miles (1976), persons occupying interunit and interorganizational boundary-spanning roles between differentiated systems may be expected to experience greater degrees of role conflict than persons linking different levels of a hierarchy within the same organizational context. On the other hand, persons occupying internal, buffered roles, especially non-supervisory scientists and engineers, would not be exposed to conflicting pressures or task ambiguities as persons in linking roles.

PROBLEM STATEMENT:

The purpose of this paper is to review and to compare staffs on the perceived need for clarity and tolerance for ambiguity, and to define parameters for continuing the study of role ambiguity and role clarity.

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DATA:

The HCL Infosystems ltd., Design service & Manufacturing service, Ambattur has 6 major departments. They are, Purchase department Sales & Marketing department Production department Quality Control department Accounts department Logistics department

Each department plays their major role in the entire function of the organization to achieve its goal.

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PURCHASE DEPARTMENT: The function of the Purchasing Department is to provide assistance in securing qualified vendors, soliciting and obtaining proper equipment, supplies, and services at the right price, in the right quantity, at the right time. Maximizing value obtained for the budget is paramount. At the same time, purchasing procedures that protect the organizations budgets must be enforced. The major functions of the accounts department are as follows:

To buy at the right time, right price and right terms Ensuring the continuity of supply Selection and evaluation of suppliers/vendors Aware of long-term and short term effects Preserving and enhancing reputation of company Aware of all supply options Maintain stock level

MAJOR PURCHASING ACTIVITIES

Obtaining and analyzing quotations of vendors/suppliers Interview representatives and correspondence Deciding best buying terms and conditions Negotiating and checking contracts Scheduling orders and following up Work with finance department to obtain discount, matching invoices, verify receipt, purchase journal entry, passing of invoices for payment and settlement of accounts

Disposing of surpluses Other activities like assisting with preparation of material expenditure/purchasing budget.

Like any other department in the organization, even the purchase department faces the problem of cash flow. Any delay or malfunction in this department may affect other departments irrespective to any determinants.

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Organization Study DSMS- Role ambiguity Suryabala.S

Procurement
Sr. Manager - Materials

Engineering Division

Aerospace Engr

Electronics Division

Aerospace Electronics

Regular Products/ Projects/NPI/Proposals Outsourcing Sr.Engr - Materials

Regular Products/ Projects/NPI/Proposals

Products - Sr.Engr Products Engr-Materials

IV Processing - Materials

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SALES & MARKETTING DEPARTMENT:

The crippling problem of todays sales and marketing systems are

Sales typically engage prospects far too early in the sales cycle. Marketing is under pressure to bring in new leads, whilst Sales is pressured to close asap.

This puts pressure on the middle of the sales pipeline process. Sales is so busy with final sales meetings to close the deal, that they dont have a spare moment to make many calls to prospects earlier in the pipeline. And Marketing is doing a stellar job of not only bringing in a fresh deal, but building desire, handling objections, and educating the prospect until they are frothing at the mouth begging to have a sales person visit to finalize the details of their particular implementation.

But various conflicts get in the way, including:

Upper management pressure and their chronic misunderstanding of sales and marketing in todays market place. Sales peoples pride and ego to jump on anything that shows a hint of interest. The lack of sufficient opportunities that have progressed far enough in the pipeline process. Marketing focusing on new lead generation rather than throughput of hot opportunities (often due to being under resourced or pressured for a new lead)

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Sales & marketing

ASSOCIATE VICE PRESIDENT

Field Sales

Product Managers North East Tamil Nadu Kerala Andhra Pradesh

Sales Support

Karnataka Goa

West

Kiosk Executive

Racks

Enclosure

Medical Electronics, S/W Services 29

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PRODUCTION DEPARTMENT:

The function of the production department is to produce the products on time, to the required quality levels, at the defined product cost. Production managers have targets which they are expected to strive to meet or exceed.

Note that Production can only meet its targets if Sales secure orders. Also production costs are dependent on the price we pay for components and materials, etc.

Securing sales is outside the direct control of Production, but the relationship between Production & Sales is intense. If sales are down, production targets cannot be met, on the other hand if Production fails to meet its target output monthly income is down and customers are likely to complain about late delivery. There is scope for friction between sales and production personnel.

Component and materials procurement is another factor that strongly influences production, production targets and delivery. If components cannot be purchased at the target price, profits are down. If components arrive late at our factory production targets may not be met and customers may experience late delivery.

The relationship between R&D and Production is also very important: if R&D are late in developing a new product the loss in income to our company may be severe. If this occurs it may not be possible to meet production targets for extended periods.

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QUALITY CONTROL DEPARTMENT: Quality control is a process by which entities review the quality of all factors involved in production. This approach places an emphasis on three aspects: 1. Elements such as controls, job management, defined and well managed processes, performance and integrity criteria, and identification of records 2. Competence, such as knowledge, skills, experience, and qualifications 3. Soft elements, such as personnel integrity, confidence, organizational culture, motivation, team, and quality relationships. The quality of the outputs is at risk if any of these three aspects is deficient in any way. List of activities of quality control department: Testing and release or rejection of all incoming raw materials, packing materials, inprocess / intermediates and finished products as per specified specifications. Maintaining testing records as per standard procedures for raw materials, packing materials, in-process / intermediates and finished products. Calibration of laboratory instrument / equipment. Performing stability study. Control sample storage. Analytical method validation. Preparation of standard volumetric solutions and maintain standardization record. Maintain Labeling procedure at all the stages and records. Analysis of complaint samples as and when required. To conduct technical audit / self-inspection.

The most important function of the Quality control department is to have a good flow of communication with other departments as they play a vital role in the end process of production. When there is any time lag in the Quality control department, it affects other departments invariably. Even the absence of proper track and follow ups may cause proportionate effect on the production process to meet the time schedule.

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Quality control

ASSOCIATE VICE PRESIDENT

QUALITY MANAGER

Quality-Mechanical

Quality-Electronics

Quality-Aerospace

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ACCOUNTS DEPARTMENT: The basic objective of Accounts Department is to keep records of financial transactions in an accurate, transparent and time-bound manner. The Accounts Department is also responsible to provide qualified Accountants in various departments. The main duties performed by the officers of Accounts Department are as follows: To record/get recorded initial entries of all financial transactions in the initial books of record and to ensure their proper maintenance. Preparation and submission of monthly Accounts. Preparation and submission of monthly progress reports of works-in-progress, targets. To prepare and submit the annual accounts of the Division. To control the budgets and maintain the Accounts books of records for budgetary control. To prepare the annual budget estimates/revised estimates of the division. To test check and internally audit the accounts of sub-divisions. To tender financial advice to the Divisional Officer. To maintain the Misc. Advance Register and ensure adjustment of outstanding advances. To assist Audit Party during the annual audit by Audit Party of Chief Auditors Office or IAB and present all books of accounts and other records as and when required by the Audit Party. To maintain the Voucher Registers and all the monthly vouchers properly. To maintain and keep updated all the subsidiary books. To pass all the bills of expenditure after proper scrutiny and exercising all the checks. To check all the transactions of the division vis--vis regularity and propriety.

The problems faced by the Accounts department include the delay in payment by the customer which may indirectly affect the sales department. And the products are dispatched only after the revenue reorganization given by the accounts department. Any delay in that causes delay in delivery. Sometimes there maybe trouble in the proper cash flow between the departments giving an insecure situation to the accounts department.

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LOGISTIC DEPARTMENT:

Logistics is considered to be the complete process involving planning, managing and controlling the flow of goods and services, information, real-time data and human resources from the point of origin to the point of destination. There is hardly any manufacturing or marketing activity that can be achieved without the support of an effective logistical department. The logistics process consists of the process of integration of several aspects such as material handling, warehousing, information, transportation, packaging and inventory. The primary duty of an effective logistics system is to ensure geographical repositioning of unfinished goods, and it is also concerned with the finished inventories of the organization being at the required place at the lowest possible cost. The logistics department is entrusted with the responsibilities of ensuring that the entire process of logistics is maintained and developed in accordance with the goals of the business at an economical cost. The various tasks performed by the department may be summarized as follows: Ensuring all the requirements of the customers are met on time in an efficient and safe manner. To coordinate with third party logistics To ensure that there is a safe and timely dispatch of goods To draft plans, policies and procedures for successful implementation of logistics system. To ensure that the business goals of the organization are in synchronization with logistics system. To create and maintain customer support. To maintain coordination with vendors, service providers and transport carriers. To ensure that no fraud is committed. To ensure timely supply and payment of goods and reduce inventories.

The logistics department does play an important role in ensuring the delivery of goods and is therefore rightly considered as an integral part of a modern-day organization.

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Organization Study DSMS- Role ambiguity Suryabala.S

ALTERNATIVE ANALYSIS: Goal ambiguity influences the effectiveness of performance management systems to drive organizations toward enhanced results. This study has three aims: to test the validity of a measurement instrument for goal ambiguity, to investigate its main antecedents to explore the relationship between goal ambiguity and organizational performance

Conceptual Framework The economic and psychological literature regarding choice suggests the concept of "ambiguity aversion" to explain the observed deviations from rational decision making, whereas Simon (1955) explained such deviations as the consequences of "bounded rationality." More specifically, according to goal-setting theory, goal difficulty and specificity motivate people to enhance their performances (Locke & Latham, 2002). A lack of either goal difficulty or specificity might shift managers' attention toward actions that are inconsistent with the aims implied by the performance system. For instance, DiMaggio and Powell (1983) argued that goal ambiguity nurtures legitimacy concerns, which in turn promotes organizational isomorphism (rather than performance enhancement), thus securing and retaining stakeholder support. In addition, longitudinal studies that measure goal ambiguity have identified and tested specific environmental, organizational, and managerial variables that are viewed as determinants of the construct. The summary of these findings an the sign of the relationship between goal ambiguity and each determinant are explained below. These studies investigated the determinants of goal ambiguity using either objective or subjective measures through surveys.

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Organization Study DSMS- Role ambiguity Suryabala.S

DETERMINANTS OF GOAL AMBIGUITY Managerial determinants: Role ambiguity Managerial capacity to capacity Interpret goals, Commitment, motivation

Organizational determinants: Organizational size Organizational age Record keeping Task specification Red tape Centralization

Environmental determinants: Financial publicness Policy complexity Institutional responsibility Institutional location Political salience Competing demand from constituencies

Remarkably, much less work has focused on the relationship between goal ambiguity and organizational performance. Chun and Rainey (2005b, 2008) used their model of the determinants of goal ambiguity to test its relationship with the selected performance measures of managerial effectiveness, customer service orientation, productivity, and work quality. Their results showed that goal ambiguity negatively influences performance. 36

Organization Study DSMS- Role ambiguity Suryabala.S

PATH MODEL OF THE FACTORIAL STRUCTURE

CLARITY

PRIORITY

GOAL AMBIGUITY

CONFLICT

REALISM

STABILITY

As expected, all regression weights have negative signs, with the exception of "conflict," which was positively associated with the latent variable: This confirms the empirical findings and the theoretical expectations of the literature about the dimensions of goal ambiguity. In addition, the instrument allows to assess the relative weight of each dimension measured on the basis of a uniform method. "Clarity" and "realism" are the dimensions that were influenced the most by the construct; stability and measurability, by contrast, seemed to be the dimensions that were influenced the least by the construct.

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Organization Study DSMS- Role ambiguity Suryabala.S

ACTION AND IMPLEMENTATION PLAN: The first few steps towards achieving the ideal goal of Sales being used to close and Marketing being used to fill the pipeline with educated excited hot opportunities involves:

Aligning business strategy with marketing strategy Subordinating the sales function to the marketing strategy Understanding marketing as being far broader than a lead generation Restricting the sales force so they are focused on late sales process closure meetings, rather than early cooler prospect calls.

Due to the higher scope of friction between the sales and production personnel, it is always best to have a good and smooth flow of transactions between them for better performance. We may consider the relationship between Production, Sales and Purchasing as some form of eternal triangle.

For organizations to be competitive, Production and Marketing need to work in an integrated way. Marketing is concerned with knowing and understanding the requirements of customers, so that Production can provide the market led products that are required. This also requires excellent communication systems to be in place.

TA is a neo-Freudian theory of personality. At any given time, a person experiences and manifests their personality through a mixture of behaviors, thoughts and feelings. Typically, according to TA, there are three ego-states that people consistently use:

Parent ("exteropsyche"): a state in which people behave, feel, and think in response to an unconscious mimicking of how their parents (or other parental figures) acted, or how they interpreted their parent's actions. For example, a person may shout at someone out of frustration because they learned from an influential figure in childhood the lesson that this seemed to be a way of relating that worked. 38

Organization Study DSMS- Role ambiguity Suryabala.S

Adult ("neopsyche"): a state of the ego which is most like computer processing information and making predictions absent of major emotions that could affect its operation. Learning to strengthen the Adult is a goal of TA. While a person is in the Adult ego state, he/she is directed towards an objective appraisal of reality.

Child ("archaeopsyche"): a state in which people behave, feel and think similarly to how they did in childhood. For example, a person who receives a poor evaluation at work may respond by looking at the floor, and crying or pouting, as they used to when scolded as a child. Conversely, a person who receives a good evaluation may respond with a broad smile and a joyful gesture of thanks. The Child is the source of emotions, creation, recreation, spontaneity and intimacy.

And according to Transactional Analysis, the transaction between the department personnel must be complementary. Transactions are the flow of communication, and more specifically the unspoken psychological flow of communication that runs in parallel. Transactions occur simultaneously at both explicit and psychological levels A simple, reciprocal transaction occurs when both partners are addressing the ego state the other is in. These are also called complementary transactions. A: "Have you been able to write the report?" (Adult to Adult) B: "Yes - I'm about to email it to you." (Adult to Adult)

In organizations on batch production of components for assembly into machines or units, the aim is to arrange for all components to be completed as nearly as possible together and in time for assembly. In some cases components are delivered to a component stores, and if manufacture of 39

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components is not synchronized reasonably well with assembly, the stores will have to be larger than it need be. In assessing the production time for components (that is, the total time it takes to get them form the raw material stores to finished part stores), it is not sufficient to add up the time taken in each process or operation. In conditions-flow production where convey or assembly is in use, this may be nearly so, but in intermittent or batch production, where batch sizes differ, all parts do not need the same operations, and operator times vary, there must always be a float of work behind each machine or operator, and this fluctuates.

In addition, some kind of inspection or checking and some transport are required after each operation, so that a job seldom moves to the next operation immediately the previous one is finished. This is between operations n time is frequently longer than the direct operation time. In any case, it must be allowed for and can only be found from experience. It will be found to vary with the component and normal time for a batch on any machine or section.

The more effective the planning and subsequent control, the less is the work in progress between operations, the smaller the total production time, and the better the production flow.

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Organization Study DSMS- Role ambiguity Suryabala.S

ILLATION: The implications of the changing mix of people in organizations must be investigated further as it relates to roles and role clarity. At present, one can only guess, based on commonsense notions, that differences in backgrounds can cause miscommunications and differing expectations. The issue of role ambiguity is significant and warrants continued study. It has been found to exist in a wide variety of organizations and remains an on-going problem. Fisher and Gitelson (1983) note that the consequences of role stress have potentially important cost implications for organizations. They further note that whereas the costs of turnover and

substandard performance are obvious, the costs of attitudinal difficulties are less direct and just beginning to be understood.

Role transitions as studied by Black (1988) are another area, which warrants further study. As roles evolve and change over time within the same organization and perhaps job classification levels of ambiguity and conflict will rise and fall naturally. Black (1988) notes that throughout the course of a career, an individual must make numerous role transitions, domestic transfers, promotions, company reorganizations, and inter-company job changes. He further argues that individuals can adjust by altering the new role that they are faced with to better match themselves or by altering their own attitudes and behaviors to better match the new role expectations.

An additional area of interest would be an evaluation of reported need for clarity and the participant's personality type. Personality type has been studied in depth, but few if any linkages have been made between need for clarity or ambiguity tolerance and personality style. This type of study could illuminate further avenues for managerial intervention in trying to avoid the detrimental effects of ambiguity.

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REFERENCE: http://www.hclinfosystems.in/ http://info.shine.com/company/HCL-Infosystems-Ltd http://investing.businessweek.com/research/stocks/snapshot http://www.hclinfosystems.in/manu.htm http://en.wikipedia.org/wiki/Service_design http://www.ehow.com/about_5040255_process-flow-definition.html http://www.allbusiness.com/sales/852943-1.html http://journals.lww.com/hcmrjournal/Fulltext/2011/04000/Performance_management_an d_goal_ambiguity_.8.aspx

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