Description
The doc highlights about Maverick.
The Maverick is about the unusual yet successful working environment which question the already existing , structured work place which exists at the corporate levels in majority of the companies that exist in the world. The philosophy and the working ethics are for the company Semler and Company (Semco), founded in Brazil in 1952 by Antonio Cult. Semco initially started in the marine products in Brazil to cater to the demands of the shipping industry and grew rapidly. After Antonio’s demise, his son Ricardo took over, who introduced many changes which changed the face of the company’s working environment and ethics. Ricardo believed that the biggest hindrance in any company’s growth and innovation is the existing rules, which act as barriers for everyone. Thus he supported a totally different working management system for his company which produced amazingly superb result for the company. The company has set certain guidelines which can be summarized as below. 1. Company Philosphy • Business focus was the prime factor governing every employee at Semco. • Semco promoted the use of common sense in every decision rather than over the top innovative ideas. • Transparency was an issue that the company promoted, as they felt being open to its competitors was more beneficial than being degrading for the company. 2. Company Management • The Corporate hierarchy was reduced from 12 tier to a mere 3 tier which promoted direct interaction in all levels of management and helped improving knowledge as well as skills. • The support staff was removed and all the work was distributed amongst the other employees which improved the efficiency of every individual at the company. • Reverse evaluation was promoted which helped form a link between lower and higher management on the basis of their performance. • An optimum business size of around 150 employees was given importance as management issues wee reduced considerably, also resulting in better performance.
•
Management by moving around was followed which inherited a sense of openness amongst the employees at Semco.
3. Employees • Job security
•
•
•
•
given to the employees of the company even during crisis helped in improving the commitment of the employees towards Semco. Job rotation played a very important role in all the employees learning the key aspects of every position in the management hierarchy. A 2 month leave was promoted amongst the employees as they believed that would refresh them which would lead to better innovative ideas and execution plans, thereby benefiting the company. Flexible timings formed an integral part of the structure as that improved efficiency as long as the employee completes the quota of 8 hours of work. Strikes by the employees were respected and all those on strike were not subjected to any decremental treatment.
4. Employee Incentives • Profit sharing was a step undertaken to induce a sense of unity and responsibility in the employees at the company. • Risk salary at 25% of the salary was an option given to the employees who wanted to risk a percentage of the salary for a better return if the company does well for that particular time. • All employees at Semco survey and analyse the salaries of employees at other companies, and the collective Salary surveys are considered while deciding upon the salaries of the employees. • Self Set Pay was to encourage to the employees to understand their responsibilities and set their own salaries based on their performance and contribution towards the growth of the company. • Training of all employees is undertaken with a long term view so as to enhance their skills and attitude towards the organization. 5. Democracy at the work place
• •
•
• • •
The democratic system doesn’t give reference to any employee as all are considered equal. Factory committees are groups which enable employees to put forward their view and question management issues. Employees are given preferential treatment for joining new position in the company. Due to the presence of manufacturing cells employees get an open and transparent working environment. Semco promoted the employees to set up their own businesses and cater to the needs of the company. If Working from home gave better results and ideas for the company, that wasn’t objected by the management.
6. Concepts and Ideas • Cleanout was to promote clean and clear working environment to remove any unwanted information and paperwork • Corruption was a factor strictly monitored and against the company ethics to promote the same. • Company memos were very brief and to the point. • New employees were encouraged to work in 12 different departments in their 1st year itself. • Technological innovation by a group of employees was given priority for better ideas and solution for the growth of the company. The logic behind this innovative and different thinking was that all the employees were mature enough to realize their responsibilities towards their company. Moreover, by giving them freedom to think and be innovative at the cost of strict rules and regulations, would help improving their contribution towards the organization. Also, change was a very important factor which resulted in a system which provided so many liberties to its employees, to survive in the ever competitive market.
doc_884289454.doc
The doc highlights about Maverick.
The Maverick is about the unusual yet successful working environment which question the already existing , structured work place which exists at the corporate levels in majority of the companies that exist in the world. The philosophy and the working ethics are for the company Semler and Company (Semco), founded in Brazil in 1952 by Antonio Cult. Semco initially started in the marine products in Brazil to cater to the demands of the shipping industry and grew rapidly. After Antonio’s demise, his son Ricardo took over, who introduced many changes which changed the face of the company’s working environment and ethics. Ricardo believed that the biggest hindrance in any company’s growth and innovation is the existing rules, which act as barriers for everyone. Thus he supported a totally different working management system for his company which produced amazingly superb result for the company. The company has set certain guidelines which can be summarized as below. 1. Company Philosphy • Business focus was the prime factor governing every employee at Semco. • Semco promoted the use of common sense in every decision rather than over the top innovative ideas. • Transparency was an issue that the company promoted, as they felt being open to its competitors was more beneficial than being degrading for the company. 2. Company Management • The Corporate hierarchy was reduced from 12 tier to a mere 3 tier which promoted direct interaction in all levels of management and helped improving knowledge as well as skills. • The support staff was removed and all the work was distributed amongst the other employees which improved the efficiency of every individual at the company. • Reverse evaluation was promoted which helped form a link between lower and higher management on the basis of their performance. • An optimum business size of around 150 employees was given importance as management issues wee reduced considerably, also resulting in better performance.
•
Management by moving around was followed which inherited a sense of openness amongst the employees at Semco.
3. Employees • Job security
•
•
•
•
given to the employees of the company even during crisis helped in improving the commitment of the employees towards Semco. Job rotation played a very important role in all the employees learning the key aspects of every position in the management hierarchy. A 2 month leave was promoted amongst the employees as they believed that would refresh them which would lead to better innovative ideas and execution plans, thereby benefiting the company. Flexible timings formed an integral part of the structure as that improved efficiency as long as the employee completes the quota of 8 hours of work. Strikes by the employees were respected and all those on strike were not subjected to any decremental treatment.
4. Employee Incentives • Profit sharing was a step undertaken to induce a sense of unity and responsibility in the employees at the company. • Risk salary at 25% of the salary was an option given to the employees who wanted to risk a percentage of the salary for a better return if the company does well for that particular time. • All employees at Semco survey and analyse the salaries of employees at other companies, and the collective Salary surveys are considered while deciding upon the salaries of the employees. • Self Set Pay was to encourage to the employees to understand their responsibilities and set their own salaries based on their performance and contribution towards the growth of the company. • Training of all employees is undertaken with a long term view so as to enhance their skills and attitude towards the organization. 5. Democracy at the work place
• •
•
• • •
The democratic system doesn’t give reference to any employee as all are considered equal. Factory committees are groups which enable employees to put forward their view and question management issues. Employees are given preferential treatment for joining new position in the company. Due to the presence of manufacturing cells employees get an open and transparent working environment. Semco promoted the employees to set up their own businesses and cater to the needs of the company. If Working from home gave better results and ideas for the company, that wasn’t objected by the management.
6. Concepts and Ideas • Cleanout was to promote clean and clear working environment to remove any unwanted information and paperwork • Corruption was a factor strictly monitored and against the company ethics to promote the same. • Company memos were very brief and to the point. • New employees were encouraged to work in 12 different departments in their 1st year itself. • Technological innovation by a group of employees was given priority for better ideas and solution for the growth of the company. The logic behind this innovative and different thinking was that all the employees were mature enough to realize their responsibilities towards their company. Moreover, by giving them freedom to think and be innovative at the cost of strict rules and regulations, would help improving their contribution towards the organization. Also, change was a very important factor which resulted in a system which provided so many liberties to its employees, to survive in the ever competitive market.
doc_884289454.doc