Management Hierarchy in a Waste Management Services Company - Assignment Example

Rubbish is Us Management in a waste management services company Organization Chart The organization chart along with the reporting relationship is shown in the diagram. The reporting relationship is mainly for administrative purpose. The teams will function around processes. The functional areas will not function like information silos, where interaction across would be governed by hierarchy. Roles, Responsibilities and Skills of Management Designation Roles Responsibilities Skills CEO He leads the team and ensures the delivery of value proposition to the stake holders Setting vision, mission & Goals Managing the service delivery as committed Recruiting right personnel Controlling costs Resolving conflicts with outside agencies Ensuring timely and cost effective inputs from supply chain Strategic Planning Budgeting Leadership Communication Negotiation Vice President Operations He leads the execution team to ensure delivery of service Ensuring timely inputs Ensuring execution on time Resolving technical and administrative problems in execution Technical Task ability Communication Inter personal Vice President Marketing He is the public face of the company Customer satisfaction New Business opportunities Revenue generation Relationship with Government and consumer/ customer groups Legal Issues resolution Communication Inter personal Service domain knowledge Rudimentary legal knowledge Chief Financial Officer He sources and controls the deployment of financial resources Cost control Statutory financial requirements Budgeting & financial planning Availing finance from Banks Analytical Domain knowledge Designation Roles Responsibilities Skills Vice President, Human Resources Acquisition, management, retention and development of human resources Recruitment Personnel Management Motivation Legal and statutory compliances and practices Training and Development Leadership Negotiation Conflict resolution Knowledge of legal and statutory needs pertaining to labor General Manager, Quality Developing and implementing quality systems Quality audit Quality system implementation Technical domain knowledge Manager, Service Execution Team leader for execution Service execution Service Efficiency Service Quality Technical domain knowledge Communication Team playing Manager; Supply Chain & logistics Procurer of products and services Vendor appraisal and selection Ensuring the efficiency of Supply chain Negotiation Communication Manager, business development Business opportunity scanner Presenting new business opportunities Communication Analytical Entrepreneurial Manager PR Interface with the outside world Communication with the government and consumers Organizing events Bringing out newsletters. Legal issues Communication Organizing Manager, Salaries and Wages Interface between employees and Finance department Deployment of funds for salaries, wages and statutory deductions Payment to subcontractors and others on the value chain Analytical Finance domain knowledge. Designation Roles Responsibilities Skills Manager,Costing and Finance Controller of costs and evaluator of opportunities Sourcing funds Cost control initiatives Cost analysis Inter firm comparison of costs Evaluation of opportunities Analytical Finance domain knowledge Manager, Recruitment Recruiter Communicating manpower requirement Selection Interviewing Communication Intuitive Manager, Personnel Retainer Performance Management Employee motivation Promotions Incentives Manpower Budget Communication skills HR domain knowledge Knowledge of laws pertaining to employee deployment Manager, Training and Development Trainer and HR developer Training and Development of people in the organization Communication skills Cross functional skills Analysis of Controls required and their application The performance of the business model depends on the controls exercised in the company. These controls will be indicated in the various manuals of the company such as operations manual and functional manuals such as budget manual, procurement manual and HR manual. The monitoring mechanism comprising periodic review meetings and Management Information System will be put in place to ensure implementation of initiatives on schedule and within budgeted cost. This mechanism will also enable mid course corrections in any initiative. Management Information System will comprise checklists and reports. The reports will clearly mention the agency responsible for filling in and the due date of submission. The removal of rubbish and ensuring cleanliness of the site will be the responsibility of the site supervisor. The site supervisor has to monitor the sub contractor and inspect the site periodically along with a checklist. Any instance of non-fulfillment of the obligation of the sub-contractor should be highlighted to him at the first instance. Repeated non-compliance should be brought to the attention of the top management as an exception report. Top management will suitably counsel the subcontractor. If the noncompliance still persists, then the management may take suitable action on the sub contractor which may lead to cancellation of the contract or black listing of the subcontractor. The subcontractors should also be given training inputs in order to meet the company’s requirement. The MIS will be designed to monitor each activity of the company. The parameters will be identified, which could be performance drivers or outcomes. For instance, customer satisfaction index is a performance driver, while revenue collected is an outcome. Performance drivers cause the outcome. If the customer is satisfied, that would accrue revenue to the company. The reports therefore seek achievement both in terms of performance drivers and outcomes. Some of the reports are as follows; 1. Daily Trip Sheet 2. Monthly Cash flow 3. Status of supply chain: Contracts awarded, Contracts cancelled 4. Delays encountered in supplies 5. Feedback from the Government authorities and from citizens 6. Action Taken Report on rubbish clearance: recycling of organic rubbish and destroying hazardous material. 7. Employees in position and attrition 8. Status of compliance with environmental guidelines In addition to MIS, Checklists will be prepared to examine the status of rubbish clearance. The Vice President operations will conduct frequent ‘walk around inspection’ with the checklist to identify any issues. He will also interact with the citizens frequently and redress their grievances on rubbish removal. A complaint handling procedure will also be established. This procedure will encompass; receipt of complaints, investigation, and remedial action. The site engineer will handle the complaint and attempt to redress it. If the complaint still persists, it can be addressed to the appellate authority; the Vice President, Operations. A monthly meeting will be convened with the senior executives at the levels of Vice President and above with CEO to review the progress. The operations review meeting will be conducted every fortnight by Vice President Operations with Managers and site supervisors. Cost control meeting will be conducted by Chief Finance Officer with the cost control committee comprising representatives from operations and Finance. Analysis of Motivators required and their operation The term ‘motivators’ is derived from Hertzberg’s concept of ‘Motivators’ and ‘Hygiene Factors’. According to him Salary, Job Security and Supervision are the hygiene factors, the absence of which will cause dissatisfaction. The motivators are; Sense of achievement, Nature of work, Responsibility and recognition, fulfilling which the organization can ensure his satisfaction. But the subtle difference is while denial of hygiene factors would lead to dissatisfaction, the denial of motivators will lead to no satisfaction and not dissatisfaction. Both indeed are important to an organization keen to unleash excellence from an employee. The Company will instill corporate culture and values which are conducive for personal growth of every employee. The company will ensure that both motivators and hygiene factors will be addressed in its policy. The environment will be liberating, empowering and enabling the employee to meet his professional and personal goals. Towards this, the Company will implement the following: 1. The employee will be recruited for the job, which matches his competencies and interest. 2. Reporting officer and the employee will sit together and set employee’s goals in line with the corporate goals. His goals will be specific, measurable, attainable, realistic and timely. The goals will be challenging and will give a sense of achievement to the employee once they are attained. This will be a part of the Key Result Areas, which also contains his development needs. 3. The employee will be provided with a budget to pursue his development through education and training programs. He is free to choose the program he desires in line with the needs highlighted in his Key Result Areas. 4. He will be a part of at least one committee to enable him to socialize and establish professional and friendly communication with peers and superiors. 5. There will be an annual day, when employees are encouraged to present their latent talents along with their families 6. Risk taking nature of the employees will be encouraged. Employees will be encouraged to dispel fear of failure. If the motives are positive, mistakes that occur in implementation will not be viewed as such. 7. Achievement of every employee will be celebrated through a mention in the in-house magazine. A large part of the pay will be in the form of incentives. Further, non financial incentives like citations will be given to the achievers. The promotion is based on performance and not on the length of service. 8. Employee will be encouraged to take additional responsibility and will be suitably rewarded. 9. The company’s suggestion scheme should encourage every employee to give his suggestions for improving the working climate and productivity and for reducing costs. 10. The employee will receive periodic feedback about his performance. He is also encouraged to give feedback to his superiors. Here, the concept of 360 degree feedback will be followed. Recommendations on how work should be managed The objective of the company is to keep Derby clean. In this context, the company should outsource garbage collection through sub-contractors. The company will manage a fleet of Lorries to do this and provide this to the subcontractors. It will also recruit and train people to carry out assigned tasks and routines. The organization will provide evidence to the government that the work is carried out, through suitable system of receiving receipts from the municipal authorities or citizens as laid down by the government. The objective of any organization is to maximize output and reduce input and to do this sustainably. Since the company has already been granted the right under a new government initiative to collect garbage in Derby, the need for marketing services is avoided. The issues of competition to provide the service do not arise in the short run. But the competition exists in obtaining the resources from the market. The business model just like for any other organization is to maximize output and minimize input. Its strategic objectives would be: 1. Obtain physical resources such as trucks and other equipment at lowest cost. 2. Increase capital productivity through reduction in turn around time for trucks carrying garbage in different areas. Use a transportation model for designing route maps. Reduce the cost incurred for removing garbage. 3. Reduce manpower cost by taking lower level loaders and cleaners on contract, so that contract can be renewed when the business sustains. Permanent employees should be recruited at managerial and supervisory levels. 4. Larger part of the salary should be in the form of incentives. 5. Measures should be developed to keep track of progress in quantitative terms. Some of them could be as follows: a. Distance travelled by trucks in garbage collection. b. Operating costs to revenue earned c. Progressive trends in fixed and variable costs d. Number of complaints received from the citizens e. Average time in responding to citizen’s complaint f. Time taken in each suburb for garbage collection g. Value added per employee Through these measures, ‘Rubbish is Us’ can be a professional organization meeting the needs of the customer, which is the government. Read More