case study of semco
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CASE STUDY OF SEMCO
Shridhar kadam 12
Ritesh kelkar 31
Chetan devadiga 23
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PROBLEM OF THE CASE
Ricardo semler has reduced his involvement insemco and has been devoting his time into other pursuits
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SWOT ANALYSIS
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STRENGTHS
Concepts like participatory management anddiversification was introduced and successfullyapplied.
Semco has wide range of products and services for almost every field of business.
Identification of new opportunities which wereconverted to two third of semcos products.
Annual turnover increased over a period of timefrom $4m to $200m.
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WEAKNESS
There was dispute among ricardo and his father regarding changes in the business
Semco had fired 60% of top managers
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OPPORTUNITIES If ricardo semler would concentrate on semco he
can run the business more successfully and havemore expansion and diversification plans.
Successful establishment of new eco-tourist resort.
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THREATS
Ricardo was not concentrating on the business of
semco
More diversification may lead to many
complications
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Q1: WHAT COULD HAVE GONE WRONG WITH RICARDO’S EXPANSION PLANS
As there was a slow down in business ricardodecided to cut down 60% top managers it may leadto the unloyalty in remaining employees.
The team which he had appointed would not haveperformed well to come up with opportunities.
As many of the companies were bankrupt therebusiness was at stake and in such conditionsexpansion plans were risky.
If the workers didn’t agreed to cut down of wages
and would have gone on strike.
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Q2: IS PARTICIPATORY MANAGEMENT GOOD FOR AN ORGANIZATION THAT IS PLANNING TO GROW RAPIDLY?WOULD IT NOT SLOW DOWN THE ORGANIZATION
Yes participatory management is good fororganization in following aspects
Increase in Productivity Job Satisfaction
Motivation
Improved Quality
Reduced Costs
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Decision making slows down:
Participative management stands for increasedparticipation and when there are many peopleinvolved in decision making, the process definitelyslows down. Inputs and feedback starts pouringfrom each side.
It takes time to verify the accuracy of measurements which means that decision makingwill be slowed down.
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Secrecy Issue:
The security issue in participative managementalso arises from the fact that since early stages toomany people are known to lots of facts andinformation. This information may transform intocritical information in the later stages. There is thusa greater apprehension of information being leaked
out.
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CONCLUSION :
Employee participation at each level of decision making process is not at all harmful if managed efficiently. The whole process canbe well coordinated and controlled by thesincere and honest efforts of human resourcemanagers.
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