If the Company could address these problems effectively it can come out of this mess. These problems are basically structural in nature, not technological. Hence by using SSM Methodology these problems could be tackled.
In terms of external and internal problems the company could have done with a well-trained and highly aware management team. Infact this was lacking .The management jobs were specialized and there was little team spirit or there was not a will to changeEnvironmental ProblemsIt was all working fine for the company when the people staying in the local area started agitating for closure of its major factories due to pollution issues.
Due to this production had to be stopped for a couple of months, during which the company lost nearly 12 lakhs rupees a day. The Factories had to be then locked, after the court gave order for closure of factory due to pollution. However again after two months the company obtained a stay order from high court with conditions of not producing some chemicals until some checks have been made.
This led to low production and low capacity utilization, which affected the company’s overall financial results.Even though the company was able to solve its problems in courts, it was not able to settle issues with the agitating people in the local areas who always tried to create problems there, which in turn reflected the company’s image. Agitations led to low level of productions and company’s competitors began to improve their market presence The company didn’t maintain a good public relations and it didn’t have anyone in the top Management to deal with these issues. The Company didn’t have good communication with the outside world. It Public relation was so bad that it didn’t do any thing to respond to the news which came on newspaper and televisions.Political Problems: Due to heavy agitation on pollution issues, some local political organization began to extend their support and sympathy to those people keeping in mind the vote bank of that area. Also the state is dominated by many trade unions, which are communist, and soon political groups soon started creating problems for Merchem.
A Company, which was for years talking care of its employees by themselves, found it hard to deal the situation as its management has less experience in dealing with political parties.The management was not able to deal nicely with the unions and they felt humiliated. The unions hence began interfering in all the company activities SSM For Management. One of the major reasons for the problems of the company was the management’s inability to understand the complex situation in the organization. Unlike many companies it was not professionally managed but was managed by family. The management was actually driven away by the firm’s previous success and assumed that the company’s present name would keep the company going on. They were wrong, because market changed, people changed not the managementUsing SSM for Human resources One of the major areas where we had to use SSM and where we didn’t use SSM was Human Resources management’s.
SSM can be used as a vehicle for developing competitiveness in human resource management. The benefits of SSM are based on its underlying interpretive assumptions, the distinctive way in which conceptual models are used to create learning and insight, and other aspects of systems thinking, notably the guidance embodied in its technology, and its use of the systems concepts of hierarchy and holism. Any information, which is a potential source of insight about the kinds of competences, needed, either currently or in the future, are relevant and should be included.In most organizations people hold differing opinions on the aims being pursued and the problems and issues in the situation as it currently exists, or as it might exist given certain defined scenarios.
The rich picture should embody the full diversity of these viewpoints ( John Brocklesby, 1995). At this point there should be no attempt to deny the applicability or relevance of minority opinions, or opinions which run counter to the official line. In fact, counter-viewpoints can lead to creative insights, which may not emerge if discussion is limited to perspectives compatible with the currently prevailing ideology.
In the rich picture it should be possible to visualize how individual activities, issues or problems fit into the broader context within which these are located.After the initial rich picture has been developed and broad themes identified, a range of task and issue models based on different Weltanschauungen should be constructed and contrasted with the real world situation. In most SSM projects, a combination of task and issue systems is included, and this is advocated here.
Task systems represent official pronouncements about the identity of an organization or what a particular job involves.Issue systems may represent continuous aspects of a job or contain ideas about what it means to be a member of a particular organization, which are not formally sanctioned. Often, when individuals are being questioned directly about competences, these unofficial aspects of work do not surface. They can, however, be very important. Cultural and political aspects of work, for example, are especially important, and often warrant further attention. Sometimes achieving a better “fit” between individuals and these contextual and informal features of their work is more important than ensuring that individuals satisfy technical competence criteria.
( John Brocklesby, 1995)The problem is most noticeable when a group of individuals are placed in a focus group and asked to recount their ideas about the competences required in their work, or to describe the differences between good and bad performers. Difficulties arise when such beliefs are abstracted from the broader pattern of ideas and worldviews, which give them meaning. When the data are aggregated, as they usually are, much of the meaning is lost. In SSM, the concern, always, is with wholes and the underlying worldviews, which provide the crucial meaning. Meaning is explored and made explicit. It is not neutralized through a process of aggregation.
(John Brocklesby, 1995).If one accepts the idea that potentially there are a number of possible ways of doing a job well, aggregating data does not make a lot of sense. The results can be costly.
Potential recruits may slip through the net because they fail to match aggregated criteria, which, at best, may bear only a tenuous relationship to the way in which the job would be done. At worst, the criteria may be completely irrelevant. Equally, current staff can become dissatisfied and disillusioned when meaningless criteria are applied in evaluating their performance. (John Brocklesby, 1995)To the extent that any aspect of the HRM process privileges a particular worldview and takes this as a given aspect of the design brief, it suggests an orientation towards hard systems thinking. Often HRM appears to assume that the overall aims and objectives of the organization, or any of its sub-units, may be defined unequivocally without any serious investigation or reflection on the veracity of dominant viewpoints.
Moreover it often appears that analyzing job or organizational requirements is largely unproblematic, that these may be defined objectively and unambiguously. To some extent this is true. There are basic skills associated with the job of brain surgeon that are fundamentally different from those required of a social worker, for example. Clearly as one move away from broad technical competences into the domain of attitudes, values and behavioral styles, the idea that such requirements may be defined objectively becomes increasingly less tenable.SSM on quality Merchem being a big player in chemical industry the problem was always maintain the quality issues. The company was able to maintain quality, but due to problems it was not able to maintain consistency in quality. The company has to establish a prevention approach to quality.
The aim should be to get the right things from output requirements that should be regulated immediately. Nonconformance to requirement was eliminated. Employees should be motivated to own quality themselvesSSM for marketing Marketing knowledge is accumulating in an inexorable, although slow, process, through the exchange of knowledge, mainly via the print media (systems). Various journals have taken an explicit interest in this process (Bush and Grant, 1994; Finn and McQuitty, 1994; Hubbard and Armstrong, 1994; Madden et al., 1995).
The inputs to this are primarily submitted or commissioned articles/books (product) – generically the expression of ideas. The communication organs – primarily books and journals – generally involve independent editorial (including double-blind refereeing) (technique) and organisational and financial inputs (transactions). Through the conventions of attribution of sources, the stock of knowledge potentially passes into collective ownership (implementation).