ORGANISATION STRUCTURE
FOR POWERGRID IN 21st
CENTURY
By
Shiban K.Jalali
N.K.Saxena
N.Ravikumar
Guljit Kapur
B.N.De Bhowmick
Jogendra Singh
Project Guided by
Prof. Anil Chaturvedi
Prof. Abha Chaturvedi
PRESENT STRUCTURE OF
POWERGRID
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Traditional
Hierarchical
FEATURES OF PRESENT
STRUCTURE
Pressure on individuals to deliver results
Focus on individual not team accountability
Get the Job Done motivation
Hierarchical system of Delegation & control
MINDSET RESULTED BY PRESENT
STRUCTURE

Resistance to innovation

People produce output, therefore Manage
people to manage output

Manage by Results, Objectives
Implication of present Structure

Only People are responsible for the output - good or bad
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Fear in the minds of people
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Distortion of facts as communications get filtered
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An attitude of SAVE YOUR SKIN in the organization
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Fire-fighting to get the job done
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Insufficient time to document. Priority is on task Completion
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Delay in decision making process due to long Hierarchy

Lack of Team work
PRESENT ENVIRONMENTAL
SHIFTS
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Demand for creation of Backbone High
Capacity Transmission Corridor
Demand for more efficient technology
Enactment of Electricity Act 2003
End of 55 year old State monopoly
Introduction of Open Access
Competition in Business
Regulatory Regime
Uncertainty in Tariff Structure
MAJOR CHALLENGES
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High Cost of wrong decision
Filling gaps in Technology and Technical
expertise
Continuous improvement in organisational
efficiency
Aligning of processes to the demands of
delivery
Credible and timely documentation
NEED OF THE HOUR
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Responsive decision making
Developing/Upgrading Technical Capability
Managing diversity of businesses and markets
Accountability for Asset Management and
utilisation
Review of Technical, Decisional and
administrative processes
Effective on-line documentation system
Action Plan
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Corporate Centre only for policy decisions
Decentralization of all the functions
Concept of Zones in Each Electrical Region
Each zone will be profit centres
Introduction of development (Cost) Zones
Four tier Hierarchy
Decision making process in a more participative
manner
REDEFINING FOUR TIER HIERARCHY
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E1 to E5
E6+E7
E7A+E8
E9
– Level 4 – To have 5 grades – Working Level
– Level 3 – To have 2 grades
– Level 2 – To have 2 grades
– Level 1
Elevation to higher grade within a level - based on time
scale
Elevation to higher levels – based on Interview
DISTRIBUTION OF EXECUTIVES IN
NEW STRUCTURE
Present Distribution
E-9
15
E-8
26
E-7A
67
E-7
203
E-6
350
E1-E5
1938
Level 1
15
93
553
1938
Level 2
Level 3
Level 4
Broad Organisation Structure with Heads
CC
Region
Region
Zone
Station
CMD
Station
Region
Zone
Zone
CAO
Level 1
Level 2
Level 3
Role of Corporate Centre
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Formulation of Policy
Standardisation of various Engineering, Operation and
Maintenance activities
Diversification into other Business areas
Quality Assurance and IS
Planning & MIS
Project Approval
Fund Mobilisation and Allocation
Interface with various Central Govt Agencies and CERC
ERP implementation
Commercial – Tariff finalisation
International Business Development
Role of Regions

New Projects
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Engineering
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Contracts
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Project Monitoring

Operation and Maintenance
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AMP
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Disaster Management Coordination
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Interface with REB/RLDC
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Commercial
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Billing
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Realisation
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Data for Tariff petition
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Interface with SERC if needed
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Business Development
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Manpower Planning and HRD
Role of Zones
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New Projects
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Detailed Engineering
Project Monitoring, Expediting
Field Quality Assurance
Operation and Maintenance
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AMP Monitoring
Coordination for Major Maintenance Activities
Expediting Bill Realisation
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Business Development
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Balance sheet for the Zone
Role of Station and CAO
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Station
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Round the clock Shift Duties
Maintenance of Substations and lines
Implementation of AMPs
Construction Area Office (CAO)
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Project execution
Implementation of field quality
CONCLUSION
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In light of the huge expansion and growth of the
organisation, the proposed structure will be a step
towards
 Decentralisation
 Reduction in hierarchy resulting in
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Quick decision making
Boost for Innovation
Encouragement to participative Management
Improvement in Communication
Rationalisation of career growth process
CONCLUSION(contd.)
In addition to the proposed structure, a cultural
shift along with required matching processes
need to be in place to overcome the constraints
and achieve the desired results.
THANK YOU