netrashetty
Netra Shetty
Lucas Oil Products is a corporation that manufactures and distributes automotive oil and additives. It was founded by trucker Forrest Lucas in 1989.
The company is a sponsor of several NASCAR, H1 Unlimited, NHRA and Indy Racing League events.[1]
In 2005, Lucas Oil founded the Lucas Oil Late Model Dirt Series.
On February 28, 2006 that Lucas Oil purchased the naming rights to the Lucas Oil Stadium in Indianapolis, Indiana for $120 million over 20 years.[2] The facility opened in 2008 and is the home field for the NFL's Indianapolis Colts. Other events that have or will be held at the stadium include the 2010 NCAA Men's Basketball Final Four and the 2009 NCAA Men's Basketball Regional Finals. Future events scheduled for Lucas Oil Stadium include Super Bowl XLVI (February 5, 2012), the 2015 NCAA Basketball Men's Final Four, and the 2016 NCAA Women's Basketball Final Four.
Lucas Oil is not related to LUKOIL, a Russian-owned petroleum company that owns and operates gasoline stations throughout the Northeast USA.
In 2009, Lucas Oil founded the short course off-road racing series Lucas Oil Off Road Racing Series.
Examples of HR metrics, which are or may be relevant to CGIAR Centers for benchmarking and then
monitoring trends, are:
•
•
Staff turnover/retention
Staff “headroom” – proportion of filled positions to total positions; proportion of positions filled by
long-term staff versus temporary staff and consultants
•
•
•
•
•
•
•
•
Staff qualifications and experience
Numbers and types of applicants for advertised vacancies
Staff diversity
Staff satisfaction
Staff performance ratings
Professional development hours achieved
Overtime and (where Centers implement time tracking systems) unbilled time
Health and safety statistics
Many of these metrics can be efficiently captured through good HR management information systems.
ORGANIZATIONAL DESIGN
Organizational design can be defined as the “process of managing the organizational structure” (Wagner
and Hollenbeck, 1998). The organization’s structure is not only a tool for managing the workforce but
also a means of communicating priorities and responsibilities, enabling management to focus
employees’ and stakeholders’ attention on particular aspects of the business (Davenport and Beck,
2002). Organizational design should support strategy implementation, facilitate the flow of work,
permit effective managerial control, and create reasonable and measurable jobs (Nadler and Tushman,
1992).
According to Galbraith (2003), the problem of organizational design occurs when there are many
employees in a number of specialist groups, which need to be integrated around the completion of a
global task.
CGIAR Centers seek to have staff from different scientific disciplines, as well as those from financial,
administrative, and technology support functions, working collaboratively on identifying key research
problems, attracting donor funding to have these tackled, and delivering the necessary research products.
Often, overlaying this is a move by Centers to decentralize functions geographically (in varying degrees)
to regionally located offices. Many Centers have turned to various types of matrix organizations and the
formation of multidisciplinary teams to facilitate this collaboration.
In “strong” matrix management structures, resources are managed by function or discipline; managers
work on projects managed by program managers.
Pitagorsky (1998) notes that, while project and program managers (PMs) and functional managers
(FMs) are in the business of keeping their organizations happy and healthy, their relationship is often
competitive and antagonistic. Conflict between PMs and FMs is often rooted in problems with the
organization's structure, particularly, role definition, incentive/compensation, reporting hierarchies, and
lines of communication. Pitagorsky identifies the need for stability in program/project resourcing
promised by functional managers, and defining program/functional manager roles as important elements
in minimizing problems with matrix management.
There is no universal best way to design an organization–the structure should flow from the missions
and strategies of the organization itself (Nadler and Tushman, 1992). Given the dynamic environment
in which CGIAR Centers operate a periodic review of the organizational design is desirable. This
review should consider (as-is and as-could-be) such factors as
•
•
•
•
•
•
flexibility of the organization to adapt to financial or technological change
internal and external client service orientation
empowerment of staff with a view to drawing out their energy and creativity
ability to attract high-performing staff
knowledge sharing within the organization
opportunities for cost reduction based on fewer layers of management and better alignment of
accountability and responsibility within the organization
•
opportunities for economies of scale through internally shared services, outsourcing and co-sourcing.
IT / ITES sector: The services sector in India has been growing rapidly over the last few years. Within the services sector, other business services (which include IT/ITES) have seen phenomenal growth in recent years with a significant proportion of the same coming from exports. According to the World Bank (2004), India exhibits a strong revealed comparative advantage (RCA) in services, particularly software services as compared to goods. The country has leveraged its rich pool of human capital with quality educational institutions and large English speaking population. India is globally positioned in IT-ITES sector with a cumulative average growth rate (CAGR) of 35.3 per cent over the financial year FY-2000/05 amounting to US$ 17.9 billion in FY2004-05. India is now an international services hub. It commenced with IT-enabled services, both voice and data, and expanded to all knowledge sectors, such as pharmaceuticals, biotechnology, and engineering design. This sector directly employs 0.85 million people. Seventy two percent of them are engineers and other graduates. This number is likely to go up to 1.5 million in the next four years. Though the growth of IT / ITES sector would have a limited impact of the overall employment scenario in India, but its share in graduate employment is significant. In addition, it has many multiplier effects on the Indian economy. It has created indirect employment opportunities for 1.15 million people in transport, catering, construction, security and housekeeping services. Large disposable income of a relatively young
section of society has fueled consumer demand. There has been a surge in demand for cars, two-wheelers, real estate, hotel and airline travel. Adding more than Rs.10 billion in direct tax revenue, the sector is contributing to rapid growth in consumer demand, hotel accommodation and air-traffic demand, and the demand for real estate both for offices and housing (NASSCOM 2005).
Manufacturing sector: With increasing international competition, mass-production demanding a work-force with a low level of skills tends to gravitate towards low-wage countries. Also, automation would affect the most simple and most repetitive jobs. In the more complex manufacturing sector, greater modularity and disintegration in product design and related manufacture is expected. With increasing use of ICT in design and logistics, the services component of manufacturing activities is bound to increase and can be delivered from remote location. Skill-intensive products would require highly qualified and trained manpower.
India is already on the way to become an important destination for off shoring engineering services. Further, whereas, manufacturing will continue to exploit economies of physical scale, speed and scope, with greater modularity, a lot of components can now be produced by a large number of small manufacturing units in the unorganized sector. Thus, through entrepreneurship and skill up-gradation, the Indian manufacturing sector can become competitive in specific areas. Such signs in some sectors such as automotive sector are already visible.
In all, there are huge and diverse job opportunities available in India. According to CISCO Chairman, John Chambers, “the jobs are going to go where the best educated workforce is with the most competitive infrastructure and environment for creativity and supportive government. It is inevitable. And by definition those people will have the best standard of living. This may or may not be the countries who led the industrial revolution”. Education Economist of Stanford University argues that globalization “increases the pay-off to high level skills relative to low level skills….because interdependence between globalization and education presupposes competitiveness and efficiency which is achieved upon the latest technology or knowledge accessibility of the system”. Therefore, now the country has the opportunities, but to seize them requires an overhaul of the education and training system.
The company is a sponsor of several NASCAR, H1 Unlimited, NHRA and Indy Racing League events.[1]
In 2005, Lucas Oil founded the Lucas Oil Late Model Dirt Series.
On February 28, 2006 that Lucas Oil purchased the naming rights to the Lucas Oil Stadium in Indianapolis, Indiana for $120 million over 20 years.[2] The facility opened in 2008 and is the home field for the NFL's Indianapolis Colts. Other events that have or will be held at the stadium include the 2010 NCAA Men's Basketball Final Four and the 2009 NCAA Men's Basketball Regional Finals. Future events scheduled for Lucas Oil Stadium include Super Bowl XLVI (February 5, 2012), the 2015 NCAA Basketball Men's Final Four, and the 2016 NCAA Women's Basketball Final Four.
Lucas Oil is not related to LUKOIL, a Russian-owned petroleum company that owns and operates gasoline stations throughout the Northeast USA.
In 2009, Lucas Oil founded the short course off-road racing series Lucas Oil Off Road Racing Series.
Examples of HR metrics, which are or may be relevant to CGIAR Centers for benchmarking and then
monitoring trends, are:
•
•
Staff turnover/retention
Staff “headroom” – proportion of filled positions to total positions; proportion of positions filled by
long-term staff versus temporary staff and consultants
•
•
•
•
•
•
•
•
Staff qualifications and experience
Numbers and types of applicants for advertised vacancies
Staff diversity
Staff satisfaction
Staff performance ratings
Professional development hours achieved
Overtime and (where Centers implement time tracking systems) unbilled time
Health and safety statistics
Many of these metrics can be efficiently captured through good HR management information systems.
ORGANIZATIONAL DESIGN
Organizational design can be defined as the “process of managing the organizational structure” (Wagner
and Hollenbeck, 1998). The organization’s structure is not only a tool for managing the workforce but
also a means of communicating priorities and responsibilities, enabling management to focus
employees’ and stakeholders’ attention on particular aspects of the business (Davenport and Beck,
2002). Organizational design should support strategy implementation, facilitate the flow of work,
permit effective managerial control, and create reasonable and measurable jobs (Nadler and Tushman,
1992).
According to Galbraith (2003), the problem of organizational design occurs when there are many
employees in a number of specialist groups, which need to be integrated around the completion of a
global task.
CGIAR Centers seek to have staff from different scientific disciplines, as well as those from financial,
administrative, and technology support functions, working collaboratively on identifying key research
problems, attracting donor funding to have these tackled, and delivering the necessary research products.
Often, overlaying this is a move by Centers to decentralize functions geographically (in varying degrees)
to regionally located offices. Many Centers have turned to various types of matrix organizations and the
formation of multidisciplinary teams to facilitate this collaboration.
In “strong” matrix management structures, resources are managed by function or discipline; managers
work on projects managed by program managers.
Pitagorsky (1998) notes that, while project and program managers (PMs) and functional managers
(FMs) are in the business of keeping their organizations happy and healthy, their relationship is often
competitive and antagonistic. Conflict between PMs and FMs is often rooted in problems with the
organization's structure, particularly, role definition, incentive/compensation, reporting hierarchies, and
lines of communication. Pitagorsky identifies the need for stability in program/project resourcing
promised by functional managers, and defining program/functional manager roles as important elements
in minimizing problems with matrix management.
There is no universal best way to design an organization–the structure should flow from the missions
and strategies of the organization itself (Nadler and Tushman, 1992). Given the dynamic environment
in which CGIAR Centers operate a periodic review of the organizational design is desirable. This
review should consider (as-is and as-could-be) such factors as
•
•
•
•
•
•
flexibility of the organization to adapt to financial or technological change
internal and external client service orientation
empowerment of staff with a view to drawing out their energy and creativity
ability to attract high-performing staff
knowledge sharing within the organization
opportunities for cost reduction based on fewer layers of management and better alignment of
accountability and responsibility within the organization
•
opportunities for economies of scale through internally shared services, outsourcing and co-sourcing.
IT / ITES sector: The services sector in India has been growing rapidly over the last few years. Within the services sector, other business services (which include IT/ITES) have seen phenomenal growth in recent years with a significant proportion of the same coming from exports. According to the World Bank (2004), India exhibits a strong revealed comparative advantage (RCA) in services, particularly software services as compared to goods. The country has leveraged its rich pool of human capital with quality educational institutions and large English speaking population. India is globally positioned in IT-ITES sector with a cumulative average growth rate (CAGR) of 35.3 per cent over the financial year FY-2000/05 amounting to US$ 17.9 billion in FY2004-05. India is now an international services hub. It commenced with IT-enabled services, both voice and data, and expanded to all knowledge sectors, such as pharmaceuticals, biotechnology, and engineering design. This sector directly employs 0.85 million people. Seventy two percent of them are engineers and other graduates. This number is likely to go up to 1.5 million in the next four years. Though the growth of IT / ITES sector would have a limited impact of the overall employment scenario in India, but its share in graduate employment is significant. In addition, it has many multiplier effects on the Indian economy. It has created indirect employment opportunities for 1.15 million people in transport, catering, construction, security and housekeeping services. Large disposable income of a relatively young
section of society has fueled consumer demand. There has been a surge in demand for cars, two-wheelers, real estate, hotel and airline travel. Adding more than Rs.10 billion in direct tax revenue, the sector is contributing to rapid growth in consumer demand, hotel accommodation and air-traffic demand, and the demand for real estate both for offices and housing (NASSCOM 2005).
Manufacturing sector: With increasing international competition, mass-production demanding a work-force with a low level of skills tends to gravitate towards low-wage countries. Also, automation would affect the most simple and most repetitive jobs. In the more complex manufacturing sector, greater modularity and disintegration in product design and related manufacture is expected. With increasing use of ICT in design and logistics, the services component of manufacturing activities is bound to increase and can be delivered from remote location. Skill-intensive products would require highly qualified and trained manpower.
India is already on the way to become an important destination for off shoring engineering services. Further, whereas, manufacturing will continue to exploit economies of physical scale, speed and scope, with greater modularity, a lot of components can now be produced by a large number of small manufacturing units in the unorganized sector. Thus, through entrepreneurship and skill up-gradation, the Indian manufacturing sector can become competitive in specific areas. Such signs in some sectors such as automotive sector are already visible.
In all, there are huge and diverse job opportunities available in India. According to CISCO Chairman, John Chambers, “the jobs are going to go where the best educated workforce is with the most competitive infrastructure and environment for creativity and supportive government. It is inevitable. And by definition those people will have the best standard of living. This may or may not be the countries who led the industrial revolution”. Education Economist of Stanford University argues that globalization “increases the pay-off to high level skills relative to low level skills….because interdependence between globalization and education presupposes competitiveness and efficiency which is achieved upon the latest technology or knowledge accessibility of the system”. Therefore, now the country has the opportunities, but to seize them requires an overhaul of the education and training system.
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