Hero MotoCorp

ANALYSIS OF THE ORGANISATION STRUCTURE AND

VARIOUS HR POLICIES IN HERO MOTOCORP.

Submitted To: Prof. Moni Mishra

Submitted By: - Group No. 5

Bhoomika Gupta 25/2014

Akash Kaushik 26/2014

Prachi Kharbanda 27/2014

Gaurav Aggarwal 29/2014

Nihit Tuli 30/2014

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ACKNOWLEDGEMENT

We take immense pleasure in thanking Prof. Moni Mishra for having permitted us to

carry out this project work. We would also like to express deep sense of gratitude

towards her for guiding us, which helped us in completing the project in time.

Finally, yet importantly, we would like to express our heartfelt thanks to our team

members, friends and classmates for their help and wishes for the successful

completion of this project.

Thanks and Regards.

Group 5Section APGDM 2014-16LBSIM

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Table of Contents

S.No. Topics Page No

1 Introduction 42 Company History 43 Product Portfolio 94 Research Methodology 95 Organisation Structure 96 Organisation

Environment & culture12

7 Core Competencies 178 Recommendations 239 Conclusion 2610 References 2711 Appendices 28

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Introduction

Hero MotoCorp Ltd. (Formerly Hero Honda Motors Ltd.) is the world's largest

manufacturer of two - wheelers, based in India. In 2001, the company achieved the

coveted position of being the largest two-wheeler manufacturing company in India

and also, the 'World No.1' two-wheeler company in terms of unit volume sales in a

calendar year. Hero MotoCorp Ltd. continues to maintain this position till date.

During the year, Hero MotoCorp received the ET Award for being the most trusted

2W brand in the country. Hero now features in the Forbes list of the World’s 2000

Biggest Public Companies. It is also ranked by Goldman Sachs as one of the 20

best-positioned auto companies in the world.

Company History

Hero Moto Corp formerly Hero Honda is a motorcycle and scooter manufacturer

based in India. Hero Honda started in 1984 as a joint venture between Hero Cycles

of India and Honda of Japan. The company is the largest two wheeler manufacturer

in India. The 2006 Forbes 200 Most Respected companies list has Hero Honda

Motors ranked at 108.

In 2010, when Honda decided to move out of the joint venture, Hero Group bought

the shares held by Honda. Subsequently, in August 2011 the company was renamed

Hero Moto Corp with a new corporate identity.

“Hero” is the brand name used by the Munjal brothers for their flagship company

Hero Cycles Ltd. A joint venture between the Hero Group and Honda Motor

Company was established in 1984 as Hero Honda Motors Limited at Dharuhera,

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India. Munjal family and Honda group both owned 26% stake in the Company. In late

2010, Honda sold its stake in the venture to the Munjal family.

During the 1980s, the company introduced motorcycles that were popular in India for

their fuel economy and low cost. A popular advertising campaign based on the

slogan 'Fill it - Shut it - Forget it' that emphasized the motorcycle's fuel efficiency

helped the company grow at a double-digit pace since inception. The technology

used in the bikes of Hero Honda for almost 26 years (1984–2010) came from their

Japanese counterpart. So, there were concerns that the Hero group may not be able

to sustain the performance of the joint venture alone. Under the joint venture, Hero

Group could not export to international markets (except Sri Lanka) and the

termination would mean that Hero Group can now export its products in the

international market.

Hero Moto Corp has three fully functional manufacturing facilities based at

Dharuhera, Gurgaon in Haryana and at Haridwar in Uttarakhand. These plants

together are capable of churning out 3 million bikes per year. Their fourth facility at

Neemrana is ready to start production, and their global parts centre will be functional

before the end of the calendar year. They have also started the land development

work at their fifth facility at Halol in Gujarat.

Hero Moto Corp has a large sales and service network with over 3,000 dealerships

and service points across India. Hero Honda has a customer loyalty program since

2000, called the Hero Honda Passport Program.

The company has a vision 20-20 that includes Surpassing 100 million units in

cumulative production achieve annual bike and scooter sales of 12 million build

more than 20 manufacturing and assembly parts globally and have a turnover of

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60,000 crore. In conjunction with new countries like US and Europe, Hero’s Team

R&D brought new life into their existing portfolio, besides proto-typing a line of next

generation products. At the Auto Expo in 2014, these products were revealed. Their

footprint now spans South Asia, Africa, Central and Latin America, with a presence

in Europe via Turkey. To serve customers in select markets faster, company has

also sewn up joint ventures in critical markets and has kick-started overseas

assembly operations. The first such operation has come up in Kenya. Separate

equity ventures with local firms in Bangladesh and Columbia are also in place.

History and Important Milestones

Hero MotoCorp was started in 1984 as Hero Honda Motors Ltd.

1956—Formation of Hero Cycles in Ludhiana (majestic auto limited)

1975—Hero Cycles becomes largest bicycle manufacturer in India.

1983—Joint Collaboration Agreement with Honda Motor Co. Ltd. Japan signed

Shareholders Agreement signed

1984—Hero Honda Motors Ltd. incorporated

1985—Hero Honda motorcycle CD 100 launched.

1989—Hero Honda motorcycle Sleek launched.

1991—Hero Honda motorcycle CD 100 SS launched.

1994 -- Hero Honda motorcycle Splendor launched.

1997—Hero Honda motorcycle Street launched.

1999 -- Hero Honda motorcycle CBZ launched.

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2001 -- Hero Honda motorcycle Passion and Hero Honda Joy launched.

2002—Hero Honda motorcycle Dawn and Hero Honda motorcycle Ambition

launched.

2003—Hero Honda motorcycle CD Dawn, Hero Honda motorcycle Splendor, Hero

Honda motorcycle Passion Plus and Hero Honda motorcycle Karizma launched.

2004—Hero Honda motorcycle Ambition 135 and Hero Honda motorcycle CBZ*

launched.

2005—Hero Honda motorcycle Super Splendor, Hero Honda motorcycle CD Deluxe,

Hero Honda motorcycle Glamour, Hero Honda motorcycle Achiever and Hero Honda

Scooter Pleasure.

2007—New Models of Hero Honda motorcycle Splendor NXG, New Models of Hero

Honda motorcycle CD Deluxe, New Models of Hero Honda motorcycle Passion Plus

and Hero Honda motorcycle Hunk launched.

2008—New Models of Hero Honda motorcycles Pleasure, CBZ Xtreme, Glamour,

Glamour Fi and Hero Honda motorcycle Passion Pro launched.

2009—New Models of Hero Honda motorcycle Karizma:Karizma - ZMR and limited

edition of Hero Honda motorcycle Hunk launched

2010—new Models of Hero Honda motorcycle Splendor Pro and New Hero Honda

motorcycle Hunk and New Hero Honda Motorcycle Super Splendor launched.

2011—New Models of Hero Honda motorcycles Glamour, Glamour FI, CBZ Xtreme,

Karizma launched. New licensing arrangement signed between Hero and Honda. In

August Hero and Honda parted company, thus forming Hero MotoCorp and Honda

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moving out of the Hero Honda joint venture. In November, Hero launched its first

ever Off Road Bike Named Hero "Impulse".

2012-New Models of Hero Motocorp Maestro the Musculine scooter and Ignitor the

young generation bike are launched.

2013-Neemrana plant association laid, 50 million cumulative 2 wheelers production,

global parts centre foundation store laid

Vision

The story of Hero Honda began with a simple vision - the vision of a mobile and an

empowered India, powered by its two-wheelers. Hero MotoCorp Ltd., company’s

new identity, reflects its commitment towards providing world class mobility solutions

with renewed focus on expanding company’s footprint in the global arena.

Mission

Hero MotoCorp’s mission is to become a global enterprise fulfilling its customers’

needs and aspirations for mobility, setting benchmarks in technology, styling and

quality so that it converts its customers into its brand advocates. The Company will

provide an engaging environment for its people to perform to their true potential. It

will continue its focus on value creation and enduring relationships with its partners.

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Product Portfolio

It has 17 models of motorcycles across the 100 cc, 125 cc, 150 cc, 225 cc

categories.

Sleek

Street

Achiever

Ambition 133, Ambition 135

CBZ, CBZ Star, CBZ Xtreme, Hero New Xtreme 2014

CD 100, CD 100 SS, Hero Honda Joy, CD Dawn, CD Deluxe, CD Deluxe (Self

Start)

New HF Dawn,New HF Deluxe, HF DELUXE ECO

Glamour, Glamour F.I.

Hunk

Karizma, Karizma R, Karizma ZMR FI

Passion, Passion Plus, Passion Pro, Passion XPro , New Passion Pro TR

Splendor, Splendor+, Splendor+ (Limited Edition), SuperSplendor, Splendor

NXG, Splendor PRO, Splendor [iSmart]

Hero Impulse launched in 2011 after the separation of Hero and Honda. Its

India's first off-road and on road Bike.

Hero Ignitor launched in 2012

Research Methodology

An initial interview was conducted in the corporate and registered office of Hero

MotoCorp in Vasant Vihar with Mr. Nipun Batra Associate Manager. Due to which

the team reached to following conclusions:

Organization structure

The organization is split along the lines of function such as sales and marketing,

finance, HRM & corporate planning & strategy, operations and information systems.

The functional structure has served them well especially during the growth period, as

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it helped them achieve operational efficiency. The structure is hierarchical and there

are up to 12 levels of hierarchy. Since there are too many levels therefore in their

Haridwar plant they have reduced the number of levels to four in order to enhance

communication and feedback. In many functions and areas, they are trying to move

away from the traditional hierarchical structure to a more modern and less

hierarchical one.

The company follows a mechanistic structure. It has a very high hierarchical

structure with the twelve formal levels. The expectations and behaviors for each level

and role are clearly defined. This provides each role a specific direction and defines

the tasks clearly. The communication channels are very formal in nature and

information flow is majorly from top to bottom. The employees at the lower levels of

hierarchy contact and consult only their immediate seniors instead of skipping levels.

Due to the diverse product portfolio that Hero Moto Corp offers, they have high

degree of horizontal co-ordination among their units and spatially among plants

located in different geographical areas. They also have moderate formalized and

standardized structure so that the objectives and goals of the organization are well

addressed and employees work collaboratively to achieve them. The rules and

standards have been defined in a manner that there is no compromise on the

product quality. This also ensures that there is uniformity in the procedures being

followed at different locations by different individual who have been not necessarily

trained at a common place.

There are various advantages and disadvantages of having a mechanistic structure:

Since the company follows a standard set of rules and processes, the tasks

undertaken by each individual become easier to do and more effectively. This leads

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to a better performance on an individual in the company which has led Hero Moto

Corp to become the leading manufacturer of two-wheelers in the world. The high co-

ordination between units also helps the employees understand the processes better.

This structure has helped Hero Moto Corp to achieve high level of efficiency and

reduction in costs. This gives a distinct advantage over other organizations. The

above structure has helped Hero Moto Corp attain a very high production of a high

number of two-wheelers per year.

The major disadvantage of such structure could be the increased time taken for

communication from top to bottom. This structure would also inhibit and limit

individual participation. The structure could nullify the innovative mind of an

employee as it requires a fixed set of rules and regulations. So, they could be

discouraged to think beyond what is the minimum requirement from them and the

organization misses out on tapping the existing potential of the employees that it can

harness to move towards greater improvements. It could also result in reduced level

of motivation while on the job. However, Hero Moto Corp has taken care of this

problem with the “Employee Suggestion Scheme”. They encourage “implementable”

suggestions from employees, which needs to be signed off by the head of

departments. These suggestions could be for improving system efficiency, safety

standards, housekeeping, productivity, savings in cost, time and energy, or waste

elimination. The employees receive a monetary incentive to the tune of 0.5% of cost

savings if it’s a capital cost saving and 1% of cost saving if it’s a recurring cost.

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Office Environment & Culture

The office that the group visited was the corporate and registered office at Vasant

Vihar. Some of our observations have been described below:

The security personnel were helpful in guiding people new to the place.

There was a small reception area right near the gate itself. There were two

officers who managed all visitors (both people with appointment and sudden

visitors). They have access to two computer systems, where they could check

on the appointments or send /receive communication about visitors. In case

they did not have information, they also called employees through intercom to

verify details.

We also observed popular bikes by the company on left side and a waiting

area on right side.

Once the information is clarified, they gave “Visitor” ID cards, which all visitors

are required to wear all the time in a visible manner.

There was a guide map in the waiting area which had instructions for

emergency exits etc.

There were ample number of indoor plants in the entire office

The corporate office with departments like finance etc were in a separate

building

The office was access controlled, with employees from various sub-functions

sitting in small cubicles.

As such there were no uniforms in the office but we were told that there is a

Mandatory uniform in the Gurgaon plant , All ladies have to where a white

coat on their clothes and all men have to wear a white coats and trousers.

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There were multiple notice boards with notices related to “suggestion

schemes”, photographs from training sessions, handmade posters with

information or learning from the training sessions. An interesting observation

was all notices related to rules and regulations were in “Hindi”.

There was another huge notice board which had information related to quality

circles. It also had information about various cross functional teams which

looked into different forms of employee engagement. The quality circle

information has been shared in the appendix. The cross functional teams and

their functions have been described below:

1. Abhivyakti- This team looks after employee engagement by organizing events

that gives employees an opportunity to bring out their hidden talents. It also

tries to promote national integration and regional festivals

2. Jagriti- This team shares general information with all employees to increase

awareness in them.

3. Khel- This team looks into organizing sports events.

4. Kuber- This team provides financial services and advise.

5. Santushti- This team looks into new initiatives and advises HR with respect to

canteen.

6. Swasthya- This team looks into overall family well being.

7. Kalyaan- This team plans, organizes and takes care of welfare activities.

The structure of this cross functional team is as given below:

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During the period of our meeting ganesh chathurti festival was going on so

there were idols of ganeshji near the reception area and ladoo and flowers

were kept in front of the idols by the employees. So we asked about the kinds

of festivals that are celebrated in the office,they told us that all religions are

treated equally and festivals from holi to Christmas are celebrated in the

reception area of office where all employees engage in various activities.

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Steering Committe

Leader Central HRM Coordinator(One amongst M4/M3)

MembersHRM Coordinator(One amonst E4/M2)5 from staff members upto M2 and 8

from operators

As per our conversation, there was a cafeteria where employees from all

levels sat together but we were told that in the Gurgaon plant there were

separate places for workers and management in the canteen. This is similar

to Japanese culture; therefore, we could consider this to be the Honda culture

imbibed into the Hero employees.

A midlevel manager told us a story shared by the GM-HR reflecting how company

spreads a message of trust among all the people it deals with the story is around the

time when the de-merger was announced, there was a lot of unrest in the suppliers

and distributors. Many of them of course wanted to go with Honda, since they are the

bigger name. However, one of the long time dealers, who went for a meeting with the

Chairman was offered homemade buttermilk by the him, instead of the usual tea.

This personal touch, made the dealer trust the chairman and hence the organization

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as well. He believed that the organization will continue to care for the dealers and

help them even after the de-merger. And thus he continued to support Hero.

Based on all these observations, we can say that there is mixed i.e. traditional and

modern feel about the arrangements at the Hero Moto Corp Office.

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Core Competencies

Based on the interactions with the management we can interpret the core

competencies to be combination of the following:

Core Values: Quality and Reliability were both Hero and Hero Honda’s core values.

All processes and relationships between people were driven by these values. The

process quality and reliability is proven by Hero’s success in the market. These can

also be called some of the core Indian values. We could say that these values

resonate with the workers, who are Indians and this what drive the organization’s

success

Leadership: It was the Chairman, Mr Brijmohan Munjal’s, belief that drove Hero, a

cycle manufacturing company to collaborate with a world renowned brand like Honda

to create motorcycles in a “scooter” country. His beliefs and value systems continue

to reflect in the organization’s culture and people today as well. Also the current

management has grown in the ranks from early days of Hero Honda.

We were also informed that, the key suppliers and distributors were also taken for

the launch of the logo in London, along with the top management of Hero.

Culture: There is a culture of holistic growth in the organization. As per the

information shared during our conversation with the GM-HR, when Hero collaborated

with Honda, the set of suppliers and distributors associated with Hero, also grew with

them. They too got an opportunity to expand with a global brand. As Hero Honda set

up new plants, these suppliers and distributors also set up their shops with these

plants. They grew with them and the same continues with Hero Moto Corp.

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Employee Engagement

Policy on DescriptionEmployee Reciprocal

ObligationLays down the guidelines for an employee, to fulfil his

reverse obligation for the given developmental opportunityWorking Hours To provide all employees with a uniform time frame for

work.Food Coupons Every month all permanent employees based at H.O,

HMCI and zonal offices shall get a monthly sodexho coupons booklet worth Rs. 1250/-

Retirement Benefits Benefits available to an employee upon retirement from service.

Motorcycle Loans To provide financial assistance to employees who want to buy a motorcycle.

Household Goods Insurance

To provide the employees with insurance cover against theft, burglary, and fire for their personal house hold goods.

Employee Mutual Medical Benefit Fund

Scheme

To help employees in case of medical exigencies which exceed the Mediclaim limits.

Overseas Travel Rules To provide reasonable and adequate travelling allowance / daily allowance to various categories of employees of the company while they go out of the country in connection

with company’s work.Transfers To assist the transferee to move to his new location of duty

and settle down.Company Car Lease

SchemeProvide policy guidelines for the leased car scheme.

Company Telephone Scheme

To provide company telephone facility to employees

Conveyance Allowance To extend financial support to employees for meeting a part of the conveyance expenses.

Wedding gift to extend a good gesture on part of the company to each employee on his/her own marriage or the marriage of the

employee’s daughter

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Green Vendor Development Program (GVDP)

The Green Vendor Development Program of Hero MotoCorp is the supply chain initiative drive taken to extend the corporate environment responsibility down the supply chain. It is based on one-to-many mentoring program. As the production is increasing at Hero MotoCorp facilities, the manufacturing activities at the vendor’s end are also increasing in the same proportion, thus giving rise to the environmental load.In an order to improve the vendor environmental performance Hero MotoCorp has developed this exclusive vendor development program, which is a collaborative effort between the Hero MotoCorp Environmental group and the materials department, in order to influence the vendors to adopt pre-specified environmental requirements and undertake environmental initiatives.

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From Hero Honda to Hero MotoCorp

At the time of inception, as the organization was very small it had a simple structure

which was less hierarchical.

As the organization grew and more people joined the organization, there was a need

to adopt an organized structure. The DNA of the organization being process centric,

it adopted a production based structure in which each employee would concentrate

on manufacturing. The culture was however kept very formal so that employees

could be kept into target-oriented approach.

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FOUNDER

Employees Employees Employees

Functional Head

Functional Head

Contextual Dimensions

1.      Size- As on March 31, 2014 the total number of employees in the records of

the company was 5842. Since Hero is expanding its base in other locations so they

are increasing their workforce and R&D capability.  

2.      Organizational Technology- It follows large batch and mass production. The

parts are integrated either manually or with the help of robotics in a assembly line.

ERP systems have been implemented in various operational activities and are now

being implemented into production and manufacturing operations as well.

3.      The Environment- Hero Motocorp has various environmental elements such

as customers, suppliers, other players in 2 wheeler industry and legal regulators.

Major element is the competition that other players are giving it.

4.      Goals and Strategy- Hero offers cost effective and differentiated products and

services. Its low cost is attributed to its strong distributor network.

5.      Culture- Hero has been guided by the Indian set of values of trust and

collaborative growth. As a result it has been able to strengthen its relationship with

its suppliers and distributors, customers, employees and various other stakeholders.

It has stressed upon the importance of reliability and quality in its products. Hence

the culture of the organization has institutionalized these values and beliefs among

the workforce and form its one of the pillars of success.

Hero Moto Corp faced the following Design challenges as it grew:

Organization size

Large organizations generally contain a great deal of vertical and horizontal

differentiation. More likely to require decentralized decision making.

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As Hero Honda hired more employees it attempted to take advantage of the

economic advantages of specialization, which resulted in increased horizontal

differentiation. Control by management required more formal rules and regulations.

Even greater vertical differentiation – new units were created to co-ordinate extra

activities of organization members.

Environment

The organization’s environment consists of - suppliers, customers, govt. agencies –

basically anything that is outside the control of the organization itself.

Recent research has shown that there are three key dimensions to any

organization’s environment – capacity, volatility and complexity.

Capacity- was not much of an issue with the former Hero Honda, as plenty of raw

materials and labour force was available before the 2000’s.

Volatility- Due to the 1991 major reforms, Globalization and liberalization led to the

entry of major players across the globe to step in. They brought with them the latest

technology and the best quality into the industry. Erstwhile Hero Honda was forced

to invest heavily into its R&D and come up with something new for the market which

could compete with the global players.

Complexity – Is an after effect of Volatility, as opening up of the Indian economy for

the world, resulted in most competitive market from the company’s perspective.

These factors combined suggest different structural arrangements. The more scarce,

dynamic and complex the environment, the more organic a structure should be. The

more abundant, stable and simple the environment, the more mechanistic it should

be.

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Decision Process

People

Task Focus

Structure

Reward Systems

Recommendations

Recommended Star Model Analysis Hero Motocorp

The organization design framework portrayed in Figure is called the “Star Model.” In

the Star Model, design policies fall into five categories. The first is task focus and

strategy, which determines direction. The second is structure, which determines the

location of decision-making power. The third is decision processes, which have to do

with the flow of information; they are the means of responding to information

technologies. The fourth is rewards and reward systems, which influence the

motivation of people to perform and address organizational goals. The fifth category

of the model is made up of policies relating to people (human resource policies),

which influence and frequently define the employees’ mind-sets and skills. For Hero

Honda the analysis based on star model can be explained as:

Structure: The structure of the organization determines the placement of power and

authority in the organization. Hero Honda has a team based structure. Structure here

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can be further divided into four categories namely, specialization, shape, distribution

of power and departmentalization.

Specialization and division of labor: In Hero Honda broad specialization is

there because of high level of uncertainty in automobile industry.

Distribution of power: It is highly decentralized because of team based

structure.

Interdependence: There is lot of interdependence within the team but there is

no interdependence across the teams. Each team has their own balance

sheet.

Shape: It has a team based structure and moderate differentiation.

Task Focus: It determines direction through goals, objectives, values and or

missions. It defines the criteria for selecting an organizational structure. The task

focus defines the ways of making the best trade-off between alternatives. In case of

Hero Honda the main focus is consumers and the organization has customer centric

approach.

Uncertainty: Hero Honda mainly deals in automobile industry which has high

level of uncertainty, hence low level of formalization.

Task Diversity: Different types of tasks are treated as independent units in

hero honda.

Decision process and control: Information and decision processes cut across the

organization’s structure; if structure is thought of as the anatomy of the organization,

processes is its physiology or functioning.

In Hero Honda, decision is usually taken by the employees at partner level in the

team however every member is free to share their views and opinions.

People: This area governs the human resource policies of recruiting, selection,

rotation, training, and development. Human resource policies – in the appropriate

combinations – produce the talent required by the strategy and structure of the

organization, generating the skills and mind-sets necessary to implement the chosen

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direction. Like the policy choices in the other areas, these policies work best when

they are consistent with the other connecting design areas.

Recruitment: As it is a large organization so recruitment process is very

frequent. They generally recruit for multiple levels on an ongoing basis, for

this they visit various campuses for employee reference however for

recruitment at higher level both referrals and promotions are used.

Training and development: Since it’s a large organization and recruitment is

huge and frequent so, there is a formal orientation. However, team leaders

and the HR are involved in the induction training with the new employees.

Rewards: The purpose of the reward system is to align the goals of the

employee with the goals of the organization.

In Hero Moto Corp, rewards are given in the form of bonuses and often people

are rewarded in by certificate of merit and medals for contribution to the

organization. The reward system often forms the basis of getting promoted from

one band to another within the team.

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Conclusion

It was the Chairman, Mr Brijmohan Munjal’s, belief that drove Hero, a cycle

manufacturing company to collaborate with a world renowned brand like Honda to

create motorcycles in a “scooter” country. His beliefs and value systems continue to

reflect in the organization’s culture and people today as well.

The interview helped us in having an insight about the company how it plans to fulfil

its vision and mission.

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References

Websites

http://heromotocorp.com/

http://en.wikipedia.org/wiki/Main_Page

http://www.google.co.in/

http://www.cogmap.com/

Bibliography

Books

Organzational theory, change and design- Richard L.Daft

Organisational Behaviour-Stephen P.Robbins

Respondents Details

Mr Nipun Batra- Associate Manager

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Appendices

Questionnaire

1. Tell us short history of the company, the way it has grown and developed till

now?

2. What does organisation do? What goods and services it produce/provide?

3. How does the organisation, offices and spaces, ambience, arrangement,

decor look like makes you feel. Does it gives traditional or modern or mix

look?

4. Model the ways organisation creates value. Give a initial analysis of the

issues and problems.

5. What challenges confront the organisation today, in its efforts to attract

customers, to lower costs, to increase operating efficiency?

6. How does its organizational design relate to these problems??

7. Analyse the design of the organization?

8. What core competencies make your organisation unique or different from

other organisations?

9. How has your organisation responded to design challenges? Is it centralized

or decentralized?

10.List major roles, functions, departments in the organisation. Does it have

many divisions?

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11. If your organisation engages in many businesses, list major divisions in the

company. Can you identify any integrating mechanisms used by your

organisation?

12. Is behavior in the organisation very standardised or does mutual adjustment

play a role in coordinating people and activities?

13.What can you tell about the level of formalization by looking at the number

and kinds of rules the organization uses?

14.Why does the company use this kind of structure? Provide a brief account of

the advantages and disadvantages associated with this structure for your

organization?

15.Can you suggest a more apt design that your company adopt to increase the

effectiveness of the organisation.

16. Tell us about compensation and reward systems, benefits, schemes-

employee suggestion scheme?

17. Post split technology was be offered by Honda for some time. What is being

done to improve the technical capability of Hero for future sustenance?

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