Beruflich Dokumente
Kultur Dokumente
Ltd.
Submitted to: Prof. Nishant Uppal
Introduction . 2
Recommendations ....... 6
Appendix ...... 6
References .... 8
INTRODUCTION
Incepted in the year 1992, MVFP Pvt. Ltd. is situated in Agra, Uttar
Pradesh. Under the guidance of our esteemed MD Mr. Raju Agrawal, our
company is constantly growing and scaling new horizons with a turnover of 5
crores. We are actively involved in the manufacture and export of Garlic Sev,
Coated Peanuts, Dal Moth, Mixed Namkeen, etc. The company started as an
small unit with a workforce of 5 and have since been operating in Agra and
adjoining districts. In the early 2000s they evolved their organizational structure
and currently operate with a labour force of 60 and managing staff of 8
excluding the Managing Director(MD).
Managing
Director
Marketing
Skilled Labor Salesman
Executives
Unskilled
Labor
There are 4 Verticals which are Chief Accounts Officer, Chief Production
Manager, Chief Marketing Officer and Sales Manager. They report
directly to MD of company.
There are 54 total workers including 6 skilled laborers, also known as
karigars, who report to CPM.
There are 2 Marketing Executives who report directly to CMO and they
are responsible for all the marketing activities and for the promotion of
the company.
The 6 Sales persons are responsible for the sales activities.
PRESENT ISSUES
MVFP can work upon the following issues to grow into a better company
with increased revenues and satisfied employees and customers.
1. MVFP does not enjoy a renowned established brand name even after 25
years of operation.
2. Although companys organizational structure is divided on the basis of
functional attributes yet the functions are not well defined to neither the
MD nor the employees.
3. The daily layout of the schedule of operations is more controlled and
coordinated by the lower workforce, creating inefficiencies.
4. The functional heads work on the guidelines provided by the MD and put
no efforts from their sides to promote the organization through
innovation. E.g. The Marketing head does the sales job and has had been
not involved in the much needed marketing activity.
5. Company is going for geographical expansion and setting up 3 times unit
as of now in Greater Noida, NCR. So with increased capacity, company
needs a new structure.
PROPOSED STRUCTURE
Managing
Director/CE
O
Regional
Regional
Head
Head (Agra)
(Noida)
Production / Material
Marketing Marketing
Accounts Distribution Manageme Accounts
Manager Manager
Manager nt Manager
6 Assisstant 2 Assisstant
Technicians Manager Manager
10 Sales Production
64 Labor Purchasing Distribution
Man Control
RECOMMENDATIONS
In previous structure, it makes difficult to process information quickly to secure cost savings.
Traditional design of material management does not provide enough control for careful
coordination of activities to be achieved. Realizing this separation of activities as office slowed
down production and raised cost was organizations have moved to reengineer the material
management process. Today most organizations put all three of the functional activities involved
in the materials management process inside one function. Now one hierarchy of managers is
responsible for all three aspects of material management and communication among those
managers is easy because they are within the same function. Indeed, this redesigned makes it
much easier for companies to outsource their manufacturing and inventory control activities to
specialist organizations.
Now, as company expands to NCR, Delhi, we are proposing new structure which is divided
according to different functions and flow of information is proper and well defined. Each
Geographical division has its regional head which directly reports to CEO/MD. Each regional
head controls their divisions. Greater Noida unit is 3 times large as Agra unit, so it has more
division of labor and more defined functions within organization.
APPENDIX (QUESTIONNAIRE)
1) How many employees in various divisions since inception and current
strength?
Re: Company started with 5 employees (including 1 Founder Director) with
Production as the only division.
Current strength is 68 (including temporary and contractual Labor). Main
division is namkeen which the largest source of revenue for the company.
6) Any difficulties in your earlier structures? After facing them, any changes
in MVFP? Was there a restructuring done before?
Re: Earlier the CXOs were directly heading all the staffs. After several
expansions in past few years, different levels are created and now a definite
hierarchy is being followed in the company. Now Managers/Executives have to
report CXOs and all other employees report to their respective Managers. So
there are several vertical pillars (departments) with each pillar are having
definite hierarchy and on the top there is one horizontal core team (consisting of
CXOs).
REFERENCES
1. Mr. Siddharth Agarwal ,
Chief Operating Officer, MVFP Pvt. Ltd.
09015973668
2. Jones, Gareth R. & Mathew, Mary; Organizational Theory, Design and
change