Uploaded by Yuval Sharma

Presentation1

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employees did not have clarity of the
oles they were expected to play and
asks that they were required to
orm. This confusion along with
tant growth of the company created
plications which forced the
loyees to quit the organization
6
Informal &
Dynamic
configuration
High attrition
rate
re of the company to
expectations of the
ere was an increasing sense
on with the services of the
led to the company often
efighting attitude rather
oactive in it's approach
Employees were more focused towards
achieving the aim by working closely
with each other during start-up phase
instead of working in silos. But as the
company grew there was a need for a
growth structure to accommodate the
growth of the organization
1
Absence of
role clarity
Challenges
5
There was chaos in the organisation
as it tried to transition from an
earlier, leaner model to an
organisation with larger number of
employees and with problems in
organisation structure.
Growing
dissatisfaction
among
customers
No trend of
building
expertise
Rise of Chaotic
environment
4
3
2
Since no employee was given
clearly defined roles to
perform, most of the work
they did could be defined as
“fire-fighting” i.e. Reacting to
only the crisis that happened
on a day to day basis
The firm had an entrepreneurial cult
and hence everyone was doing what
came to the desk. Though this helpe
promoting cooperation and cross
functional understanding of busines
also eliminated the scope of building
expertise. Thus everyone was good a
everything but no one was best at
something.
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