Supervisors and their Role in the Organization...

Supervisors and their Role in the Organization Supervisor is a person who is in charge of, and coordinates the activities of a group of employees engaged in related activities within a unit of an organization. He is a front line manager and is responsible for getting the non-executive employees to carry out the plans and policies set by the management. A supervisor is also sometimes being called as a front line supervisor since he is the first link between the management and the non-executive employees. A supervisor plan, direct, motivate, and monitor the work of non-executive employees at the operational level of the organization. Supervisors are the first-level executives, since they have only non-executive employees reporting to them. Supervisors can also be second-level supervisors when they supervise a combination of other supervisors and non- executive employees. Place of supervisors in the organizational structure is given in Fig 1. Fig 1 Place of supervisor in the organizational structure The main job of a supervisor is supervision which is defined as instructing, guiding, monitoring and observing the employees while they are performing their duties in the organisation. The word supervision is the combination of two words, i.e., supervision where super means over and above and vision means seeing. So, supervision means seeing the activities of employees from over and above. Supervisors are member of management and hence they also carry out in the front line the so called four functions of the management namely planning, organizing, directing and controlling. Supervisors are leaders for their team. They play very important role in the organizational functioning. Their thinking and actions are to be professional and disciplined. They are to have positive approach to work environment.  They are to think in a systematic way. They need to approach the...

Operational Discipline in Steel Industry...

Operational Discipline in Steel Industry Operational discipline means complying with a set of ‘well thought out’ and ‘well defined’ processes, and consistently executing them correctly. Striving to achieve operational excellence is one of the most important contributors to the steel industry’s sustainable performance and growth. Steel organization which reach for a higher level of operational excellence reap numerous benefits namely (i) a systemic, evolving and effective approach to its operations (ii) a continually productive and innovative workforce, and (iii) an organization which consistently achieves sustainable growth and increasing valuation. It is not uncommon to confuse operational discipline with operational excellence. While the two are closely linked, yet the latter cannot be realized without the former.  Operational discipline is but one important component among others which one can find on the path of the operational excellence. DuPont defines operational discipline as ‘the deeply rooted dedication and commitment by every member of an organization to carry out each task the right way every time’. In short, operational discipline can be stated as ‘everyone in the organization doing it right every time’. It means complying with a set of well thought out and well defined processes, and consistently executing them correctly. It is an essential ingredient when trying to achieve operational excellence. Operational discipline provides an organized and systematic way to complete tasks and implement operational changes through a fundamental set of procedures which are specific to the steel organization’s unique product. Regardless of the final products of the steel plant, operational discipline increases reliability and decreases the risk of the occurrence of a high magnitude incident. This is much easier said than done. However, building a culture in the organization around the pillars of operational discipline is the most effective way towards the achievement of this...

Data Analysis and Management of Steel Organization...

Data Analysis and Management of Steel Organization A steel organization is very complex in nature. In such an organization, there are a large number of units working in conjunction with each other and there are a large variety of processes taking place simultaneously at all the times, generating huge amount of data. This large quantity of data need to be coordinated, collected, integrated, and analyzed for decision making in order to ensure the smooth running of the processes and units, as well as for the proper functioning of the steel organization. Hence data plays a very important role in efficient management of the steel organization. The speed and quality of the data analysis provide ultimately the steel organization the efficiency as well as a competitive advantage. Further while the majority of the data is generated internally in the organization, some of the data comes to the organization from the sources which are external to the organization. The generated data in the steel organization are worthless in a vacuum unless its potential value is unlocked and leveraged to drive the decision making in the organization. To enable such evidence based decision making, the steel organization needs efficient processes to turn high volumes of fast-moving and diverse data into meaningful insights. The overall process of extracting insights from the large data can be broken down into five stages (Fig 1).  These five stages are (i) acquisition and recording, (ii) extraction cleaning and annotation, (iii) integration, aggregation and representation, (iv) modeling and analysis, and (v) interpretation. These five stages form the two main sub-processes namely (i) data management, and (ii) analysis. Data management involves processes and supporting technologies to acquire and store data and to prepare and retrieve it for analysis. Analysis, on the other hand, refers...

Management of an Organization and Management Techniques...

Management of an Organization and Management Techniques Management of an organization is not a simple activity. On the contrary it is quite complex. Both internal and external factors affect the organizational functioning. Further there are several areas and elements which are required to be managed. Sometimes functioning of an area may appear to be in conflict with the functioning of other area. Smooth functioning of the organization depends on how the management of these different areas and elements are conducted. There are specific management techniques for each area and element. There are other techniques which may encompass entire organization. If these techniques are followed, it aids the proper and healthy functioning of the organization. Management of an organization (Fig 1) can be broadly divided into two areas. These areas of management are (i) management of organizational internal elements which have impact on the organizational functioning, and (ii) management of organizational functions where the organization comes in contact with external agencies. Internal organizational elements for management normally include (i) operational management which is the key to the existence of the organization, (ii) financial management for making the organization healthy financially, (iii) human resource management which deals with the management and development of the employees, (iv) management of organizational future which takes care for the future of the organization in the context of fast changing environment, and (v) management of safety, security and welfare which takes care of the employees’ safety, protection of the organizational properties and the external needs of the employees. Organizational functions involving external agencies are (i) sales and purchase functions involving customers and suppliers, (ii) complying with regulations and laws where the organization comes in touch with regulatory authorities and government, (iii) societal functions where the organization comes in touch with society,...

Mergers and Acquisitions...

Mergers and Acquisitions An organization may grow its operations either by internal expansion or by expanding externally. In the case of internal expansion, the organization grows gradually over time in the normal course of its operation, through acquisition of new assets, advancement of technology, replacement of the technologically obsolete equipments, and addition of the new lines of products. On the other hand in case of external expansion, the organization acquires either a running organization or a unit of the running organization and grows overnight through corporate combinations. These combinations are in the form of mergers, acquisitions, amalgamations, and takeovers and have become important features of organizational restructuring. These combinations play an important role in the external growth of the organization. Besides the external growth, these combinations also take place because of the marketing strategy of the organization. Mergers and acquisitions (M&A) is a general term which is used for the consolidation of organizations or the assets. The terms ?merger? and ?acquisition? are often uttered in the same breath and are used as though they are synonymous, but both of these terms mean slightly different things.  Over the past decade, M&A have reached unprecedented levels as organizations use corporate financing strategies to maximize shareholder value and create a competitive advantage. ?One plus one makes three? is the equation and the special alchemy of a merger or an acquisition. The key principle behind taking over another organization is to create shareholder value over and above that of the sum of the two organizations. Two organizations together are more valuable than two separate organizations. This is the main reasoning behind M&A. This rationale is particularly attractive to organizations when times are tough. Strong organization acts to take over other organizations to create a more competitive, cost-efficient organization. The...