netrashetty
Netra Shetty
Organisational Structure of Avaya : Avaya Inc. is a privately held telecommunications company which specializes in enterprise network, telephony, and call center technology. Formerly the Business Communications unit of Lucent Technologies, it was spun off on October 1, 2000, with 34,000 employees.
Since being spun off, Avaya has sold its manufacturing and connectivity businesses and acquired several companies to support its current product set – Vista, VPNet. Quintus, Routescience, Nimcat Networks, Spectel, Ubiquity Software and Traverse Networks. Sales through channels have grown from 98% direct to 50% alternative channels.
Avaya has also expanded in Europe through the acquisition of Tenovis and in Asia through a majority interest in Tata Telecom (now Avaya Global Connect).
In 2008 it had approximately 17,500 employees, 40% of whom are located outside the US. Avaya's global headquarters are located in Basking Ridge, New Jersey, with Kevin J. Kennedy appointed as its Chief Executive Officer.
On Sep 14, 2009, Avaya was announced as the winner for the Nortel Enterprise division sale. Avaya successfully bid $900M for Nortel Enterprise.[1] On Dec 21, 2009, Avaya and Nortel officially closed the sale, to create Avaya with a total of about 21,000 employees.[2] On March 8, 2010 Avaya renewed the LG-Nortel relationship to continue Avaya Data Solutions sales into Korea
4
President & CEO
Kevin Kennedy
Communication
AB
Administration
PC
Marketing France
EB
Operations
JC
2
CIO
Stephen Gold
2
Services
Joachim Heel
Government
CF
CFO
Anthony Massetti
Development & Strategy
MA
Sales & Marketing
JH
Human Resources
RG
Marketing
VWL
2
Data
Steven Bandrowczak
Recruitment is defined by Sims (2002) as the process in which organizations discover, develop, seek, and attract individuals to fill actual or anticipated job vacancies. Recruitment is concerned with finding applicants, communicating opportunities and information and generating interest. It includes interview screening, and selection of most qualified candidates, filling positions through transfer or promotion, and coordinating temporary employment. The aim of recruitment is to identify a suitable pool of applicants quickly, cost efficiently, and legally. Selection on the other hand is the process of obtaining and using information about job applicants in order to determine who should be hired for short-or long-term positions (Sims 2002).
3M looks for people who will fit the organizational culture. 3M attracts individuals who need minimal supervisions. These individuals are interested in freedom to explore things. They are action oriented and prepared to take some risk with their future. 3M recruiters look for those people who are creative, have a strong work ethic, are self-motivated and resourceful, and are problem-solvers with broad interests.
Motivation
Employee motivation is important in promoting creativity and innovation among employees. 3M has different policies and strategies to ensure that employees are motivated. Among these strategies and policies are the company’s recognition programs which encourage learning and knowledge transfer. 3M knows that the inventors of new industries and products are the critical people in the company. Through the dual ladder process they can be promoted to vice-president level without having to have any management responsibility. 3M also makes certain that inventors are known and recognized across the company through articles and presentations.
Employee Empowerment
An important support for innovation is signaled by 3M’s 15% rule which states that 3M people can spend 15 percent of their time working on innovative ideas of their own choosing.
"From the very beginning, we tended to come at things in a very practical way," writes Michael Dell9, the Founder & CEO of Dell Computer Corporation. "I was always asking, "What's the most efficient way to accomplish this?" Consequently, we eliminated the possibility for bureaucracy before it ever cropped up, and that provided opportunities for learning as well. Our sales force, for example, had to set up their own computers. They probably didn't enjoy it, but it gave them (and us) a real sense of what the uneducated customer would go through to set up his system, and it helped them develop a more intimate understanding of the products they were selling. As a result, they were able to help customers make informed decisions about what to buy and they could help solve equipment problems. That marked the start of our reputation for great service, one of the tools for staying ahead of the competition."
People Power
People as your most important asset. Your technologies, products and structures can be copied by competitors.
No one, however, can match your highly charged, motivated people who care. People are your firm's repository of knowledge and they are central to your company's competitive advantage.
Empower people around you. Well educated, coached, and highly motivated people are critical to the development and execution of strategies, especially in today's faster-paced, more perplexing world, where top management alone can no longer assure your firm's competitiveness.
Balanced Organization: 5 Basic Elements
Empowered Employees (Metal):
*
People are sharply aligned with corporate vision and strategies... More
Why Employee Empowerment?
People are your firm's most underutilized resource. In the new knowledge economy, independent entrepreneurship and initiative is needed throughout the ranks of your organization. Involvement in an organization is no longer a one-way street. In today's corporate environment a manager must work towards engaging organization forcefully enough to achieve its objectives. New knowledge-based enterprises are characterized by flat hierarchical structures and multi-skilled workforce. Managers assume more leadership and coaching tasks and work hard to provide employees with resources and working conditions they need to accomplish the goals they've agreed to. In brief, managers work for their staff, and not the reverse.
Empowerment is the oil that lubricates the exercise of learning. Talented and empowered human capital is becoming the prime ingredient of organizational success. A critical feature of successful teams, especially in knowledge-based enterprises, is that they are invested with a significant degree of empowerment, or decision-making authority.
Equally important, employee empowerment changes the managers' mind-set and leaves them with more time to engage in broad-based thinking, visioning, and nurturing. This intelligent and productive division of duties between visionary leaders, focusing on emerging opportunities, and empowered employees, running the business unit day to day (with oversight on the leader's part) provides for a well-managed enterprise with strong growth potential.
18 Leadership Lessons from Colin Powell
*
Never neglect details. When everyone's mind is dulled or distracted the leader must be doubly vigilant. Good leaders delegate and empower others liberally, but they pay attention to details, every day. The job of the leader is not to be the chief organizer, but the chief disorganizer.".... More
The Leader Is Best, When...
By: Lao Tzu
The leader is best,...
When his work is done, his aim fulfilled,
The people say, 'We did it ourselves.'... More
Quick and Easy Kaizen
Quick and Easy Kaizen empowers employees, enriches the work experience and brings out the best in every person. It Improves quality, safety, cost structures, delivery, environments, throughput and customer service... More
7 Principles of Toyota Production System (TPS)
3.
Employee involvement and empowerment... More
Case in Point Canon Production System (CPS)
The Canon Production System (CPS) includes:
*
Staff participation (quality circles, suggestion boxes, improvement proposals), and workshop dynamism... More
Three Stages of the Suggestion System
1. Encouragement. In the first stage, management should make every effort to help the workers provide suggestions, no matter how primitive, for the betterment of the worker's job and the workshop. This will help the workers look at the way they are doing their jobs... More
Implementing Kaizen: 7 Conditions
Case in Point 14 TQM Slogans at Pentel
Pentel is a Japanese firm manufacturing stationary products. The following is a list of 14 Pentel's slogans for explaining Total Quality Management (TQM) and Quick and Easy Kaizen philosophy to its employees.
*
You are surrounded by mountains of treasures... More
Empowerment through Coaching
The new breed of leaders recognizes that in today's complex business environment autocracy no longer works, yet the empowerment alone is not enough. Coaching aims to enhance the learning ability and performance of others.
"It involves providing feedback, but also uses other techniques such as motivation, effective questioning and consciously matching your management style to the player's readiness to undertake a particular task. It is based on helping the player to help her/himself through interacting dynamically with her/him - it does not rely on a one-way flow of telling and instructing."5...More
Leadership-Management Synergy
Keep People In The Know
"Transformational leaders empower others by keeping them "in the know," by keeping them fully informed on everything that effects their jobs," says Brian Tracy.
"People want and need to feel that they are “insiders,” that they are aware of everything that is going on. There is nothing so demoralizing to a staff member than to be kept in the dark about their work and what is going on in the company."... More
Empowering the People Around You: 3 General Rules
The three general rules for empowering the people around you, which apply to everyone you meet, are appreciation, approval, and attention. Voice your thanks and gratitude to others on every occasion. Praise them for every accomplishment. And pay close attention to them when they talk and want to interact with you. These three behaviors alone will make you a master of human interaction and will greatly empower the people around
Since being spun off, Avaya has sold its manufacturing and connectivity businesses and acquired several companies to support its current product set – Vista, VPNet. Quintus, Routescience, Nimcat Networks, Spectel, Ubiquity Software and Traverse Networks. Sales through channels have grown from 98% direct to 50% alternative channels.
Avaya has also expanded in Europe through the acquisition of Tenovis and in Asia through a majority interest in Tata Telecom (now Avaya Global Connect).
In 2008 it had approximately 17,500 employees, 40% of whom are located outside the US. Avaya's global headquarters are located in Basking Ridge, New Jersey, with Kevin J. Kennedy appointed as its Chief Executive Officer.
On Sep 14, 2009, Avaya was announced as the winner for the Nortel Enterprise division sale. Avaya successfully bid $900M for Nortel Enterprise.[1] On Dec 21, 2009, Avaya and Nortel officially closed the sale, to create Avaya with a total of about 21,000 employees.[2] On March 8, 2010 Avaya renewed the LG-Nortel relationship to continue Avaya Data Solutions sales into Korea
4
President & CEO
Kevin Kennedy
Communication
AB
Administration
PC
Marketing France
EB
Operations
JC
2
CIO
Stephen Gold
2
Services
Joachim Heel
Government
CF
CFO
Anthony Massetti
Development & Strategy
MA
Sales & Marketing
JH
Human Resources
RG
Marketing
VWL
2
Data
Steven Bandrowczak
Recruitment is defined by Sims (2002) as the process in which organizations discover, develop, seek, and attract individuals to fill actual or anticipated job vacancies. Recruitment is concerned with finding applicants, communicating opportunities and information and generating interest. It includes interview screening, and selection of most qualified candidates, filling positions through transfer or promotion, and coordinating temporary employment. The aim of recruitment is to identify a suitable pool of applicants quickly, cost efficiently, and legally. Selection on the other hand is the process of obtaining and using information about job applicants in order to determine who should be hired for short-or long-term positions (Sims 2002).
3M looks for people who will fit the organizational culture. 3M attracts individuals who need minimal supervisions. These individuals are interested in freedom to explore things. They are action oriented and prepared to take some risk with their future. 3M recruiters look for those people who are creative, have a strong work ethic, are self-motivated and resourceful, and are problem-solvers with broad interests.
Motivation
Employee motivation is important in promoting creativity and innovation among employees. 3M has different policies and strategies to ensure that employees are motivated. Among these strategies and policies are the company’s recognition programs which encourage learning and knowledge transfer. 3M knows that the inventors of new industries and products are the critical people in the company. Through the dual ladder process they can be promoted to vice-president level without having to have any management responsibility. 3M also makes certain that inventors are known and recognized across the company through articles and presentations.
Employee Empowerment
An important support for innovation is signaled by 3M’s 15% rule which states that 3M people can spend 15 percent of their time working on innovative ideas of their own choosing.
"From the very beginning, we tended to come at things in a very practical way," writes Michael Dell9, the Founder & CEO of Dell Computer Corporation. "I was always asking, "What's the most efficient way to accomplish this?" Consequently, we eliminated the possibility for bureaucracy before it ever cropped up, and that provided opportunities for learning as well. Our sales force, for example, had to set up their own computers. They probably didn't enjoy it, but it gave them (and us) a real sense of what the uneducated customer would go through to set up his system, and it helped them develop a more intimate understanding of the products they were selling. As a result, they were able to help customers make informed decisions about what to buy and they could help solve equipment problems. That marked the start of our reputation for great service, one of the tools for staying ahead of the competition."
People Power
People as your most important asset. Your technologies, products and structures can be copied by competitors.
No one, however, can match your highly charged, motivated people who care. People are your firm's repository of knowledge and they are central to your company's competitive advantage.
Empower people around you. Well educated, coached, and highly motivated people are critical to the development and execution of strategies, especially in today's faster-paced, more perplexing world, where top management alone can no longer assure your firm's competitiveness.
Balanced Organization: 5 Basic Elements
Empowered Employees (Metal):
*
People are sharply aligned with corporate vision and strategies... More
Why Employee Empowerment?
People are your firm's most underutilized resource. In the new knowledge economy, independent entrepreneurship and initiative is needed throughout the ranks of your organization. Involvement in an organization is no longer a one-way street. In today's corporate environment a manager must work towards engaging organization forcefully enough to achieve its objectives. New knowledge-based enterprises are characterized by flat hierarchical structures and multi-skilled workforce. Managers assume more leadership and coaching tasks and work hard to provide employees with resources and working conditions they need to accomplish the goals they've agreed to. In brief, managers work for their staff, and not the reverse.
Empowerment is the oil that lubricates the exercise of learning. Talented and empowered human capital is becoming the prime ingredient of organizational success. A critical feature of successful teams, especially in knowledge-based enterprises, is that they are invested with a significant degree of empowerment, or decision-making authority.
Equally important, employee empowerment changes the managers' mind-set and leaves them with more time to engage in broad-based thinking, visioning, and nurturing. This intelligent and productive division of duties between visionary leaders, focusing on emerging opportunities, and empowered employees, running the business unit day to day (with oversight on the leader's part) provides for a well-managed enterprise with strong growth potential.
18 Leadership Lessons from Colin Powell
*
Never neglect details. When everyone's mind is dulled or distracted the leader must be doubly vigilant. Good leaders delegate and empower others liberally, but they pay attention to details, every day. The job of the leader is not to be the chief organizer, but the chief disorganizer.".... More
The Leader Is Best, When...
By: Lao Tzu
The leader is best,...
When his work is done, his aim fulfilled,
The people say, 'We did it ourselves.'... More
Quick and Easy Kaizen
Quick and Easy Kaizen empowers employees, enriches the work experience and brings out the best in every person. It Improves quality, safety, cost structures, delivery, environments, throughput and customer service... More
7 Principles of Toyota Production System (TPS)
3.
Employee involvement and empowerment... More
Case in Point Canon Production System (CPS)
The Canon Production System (CPS) includes:
*
Staff participation (quality circles, suggestion boxes, improvement proposals), and workshop dynamism... More
Three Stages of the Suggestion System
1. Encouragement. In the first stage, management should make every effort to help the workers provide suggestions, no matter how primitive, for the betterment of the worker's job and the workshop. This will help the workers look at the way they are doing their jobs... More
Implementing Kaizen: 7 Conditions
Case in Point 14 TQM Slogans at Pentel
Pentel is a Japanese firm manufacturing stationary products. The following is a list of 14 Pentel's slogans for explaining Total Quality Management (TQM) and Quick and Easy Kaizen philosophy to its employees.
*
You are surrounded by mountains of treasures... More
Empowerment through Coaching
The new breed of leaders recognizes that in today's complex business environment autocracy no longer works, yet the empowerment alone is not enough. Coaching aims to enhance the learning ability and performance of others.
"It involves providing feedback, but also uses other techniques such as motivation, effective questioning and consciously matching your management style to the player's readiness to undertake a particular task. It is based on helping the player to help her/himself through interacting dynamically with her/him - it does not rely on a one-way flow of telling and instructing."5...More
Leadership-Management Synergy
Keep People In The Know
"Transformational leaders empower others by keeping them "in the know," by keeping them fully informed on everything that effects their jobs," says Brian Tracy.
"People want and need to feel that they are “insiders,” that they are aware of everything that is going on. There is nothing so demoralizing to a staff member than to be kept in the dark about their work and what is going on in the company."... More
Empowering the People Around You: 3 General Rules
The three general rules for empowering the people around you, which apply to everyone you meet, are appreciation, approval, and attention. Voice your thanks and gratitude to others on every occasion. Praise them for every accomplishment. And pay close attention to them when they talk and want to interact with you. These three behaviors alone will make you a master of human interaction and will greatly empower the people around
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