organisational behaviour -ii india yamaha motors interim ppt [download to view full presentation]

8/6/2019 Organisational Behaviour -II India Yamaha Motors interim ppt [download to view full presentation]

1/28

India Yamaha Motor Pvt. Ltd.

Submitted by:

PGP/14/260NITESH KUMAR GUPTA PGP/14/280 MAHTAAB KAJLA PGP/14/287 PRACHI CHAWLAPGP/14/290 RAHUL MITTAL PGP/14/274 HEERAL BHATIA PGP/14/313 VINNY ARYA

PGP/14/315 VISHAD DUBEY

Group IV


2/28

AGENDA

Structural Elements

Technology

Strategy

Indian Institute of Management, Kozhikode


3/28

Strategy

STRATEGY It is defined as the determination of the basic long term goals and

objectives of an enterprise, and the adoption of courses of action andthe allocation of resources necessary for carrying out these goals

Globally diversified business linesYamaha Motors, Music, Marine etc.

India primary business unitsYamaha Motors and Yamaha India

Corporate level strategy Business level strategy



4/28

Strategic Dimensions of Yamaha

:

INNOVATION STRATEGY Focused on customer service- YTA active in 22 nations which

educates dealers to provide best customer service

Performance excellence-RD 350 , Yamahas greatest offering tocountrys performance enthusiasts

Proactive design and Innovative technology - Improvement in fuelefficiency by developing FI technologies



5/28


MARKETING DIFFERENTIATION STRATEGY Exclusive and trusted brand renowned for marketing and

manufacturing of products

Experience in the Market -Yamaha made its initial foray into India in1985.

Effective Advertising Capability

Celebrities endorsing yamahaproducts

Good reputation among customers



6/28


BREADTH STRATEGY Operations across the world

Extensive range of productslike motorcycles, scooters, electricallypower assisted bicycles, boats, sail boats, personal watercrafts, pools,utility boats, fishing boats, outboard motors, diesel engines, 4-wheel

ATVs, side-by-side vehicles, racing karts, golf cars etc.



7/28


COST CONTROL STRATEGY Focused on decreasing expenses

Targeting a reduction of more than 10% of total expenses

Urgent cost reduction Project to cut manufacturing costs

Integrating design, manufacturing and procurement functions



8/28

Yamaha as Prospectors

Exploit new markets and market opportunities- entering into racingsegment

Innovative technology

High-quality and high-performance- Fazer series

FZ-16 ,FZ-S

Light weight and compactnessNew technologies Small engine technology and

FRP processing technology

Continuously innovating business processes for creating value andknowledge across customers



9/28

Porters Competitive Strategy

DifferentiationStrategy

Gearless scootersegment

Environment friendlyengines

Improvement in fuelefficiency

Cost leadershipStrategy

Series of affordablypriced models

Increase the ratio ofunit sales of affordablypriced modals to totalannual motorcyclessales

Focus strategy

Venturing into ruralmarket

Racing segment



10/28

AGENDA

Structural Elements

Technology

Strategy



11/28

Technology

:

Information, Equipment, Techniques and Processes required totransform inputs to outputs

Industry & Size of Company impacts the choice of technology

Technology has a bearing on:

Complexity

Formalization Centralization

Technology Structure Paradigms

Perrows Paradigm

Woodwards Research

Thompsons Contribution



12/28

Technology

:

PERROWS CLASSIFICATION Low Task Variability:High Division of Labor, High Differentiation,

Highly Repetitive duties

High Problem Analyzability:More Unskilled Workers, SOPs in place

Routine Technology:Assembly Line Yamaha

Well Structured organization- Rigidity

High formalization Standardized coordination and control

Centralized decision making

Wide span of control



13/28

Technology

:

WOODWARDS FRAMEWORK Established a link between technology, structure and effectiveness

Mass Production: used for large batches of bikes

Moderate/High Differentiation due to technical complexity

High Division of labor Cost optimization

Large Proportion of Unskilled Workers Repetitive job

High Formalization Standard procedures to react to any situation inthe assembly line

Centralized decision making Moderate with some authority delegatedto supervisors



14/28

Technology

:

WOODWARDS RESEARCH No of vertical levels=5

Span of Control =28 to 30 workers

High level of planning

High Complexity



15/28

Technology

:

THOMPSONS CLASSIFICATION Long linked Technology

Sequentially interdependent tasks

Repetitive steps

High Coordination required

Backward and forward integration



16/28

Technology

:

YAMAHAS ASSEMBLY LINE Semi-automatic assembly line

1200 bikes produced daily

On an average, 4 types of bikes produced

Finished raw materials procured

Consists of 16-17 stages

SalesPurchase Storage Assembly Line

Organized into 4 teams

a. 1st team works on conveyor line

b. 2nd , 3rd and 4th team carry raw materials from storagedepartment



17/28

AGENDA

Structural Elements

Technology

Strategy



18/28

Structural Elements

Plants in India.

Plants: Surajpur (Noida), Faridabad

Total No. Of Employees : 3000 approx



19/28

Divisions and departments

SERVICES

ACCOUNTS

R & D

Corporate Finance, Time Shop, Public Dealings, EmployeeCompensation

Sales and Marketing, Warranty, Health and Insurance



20/28

Divisions and departments

:

HR

PRODUCTPLANNING

MATERIAL CONTROL

MANUFACTURING

ENGINEERING

Recruitment, Training, Grievance Redressal, Appraisal etc

Stores, Purchases, Production (Engines and Small Parts), AssemblyLine, Quality Check



21/28

Hierarchy

:

MANAGING DIRECTOR

GROUP HEAD

DIVISION HEAD

DEPARTMENT HEAD

SENIOR MANAGER

MANAGER

ASSISTANT MANAGER

SUPERVISOR



22/28

:

Span of Control- Varies as per department

Undefined Job Description at higher levels

Clear Rule Book to be abided by all employees


Hierarchy


23/28


Formalisation

Complexity

Centralisation


24/28

Complexity

Moderate

Lower interaction levels acrosshierarchies

Vertical Differentiation

High

Differentiation at same levels acrossdepartments

HorizontalDifferentiation

Very High

Accounted to varying educationallevels and compensations

Spatial Differentiation



25/28

:

FORMALISATION Managerial Level-Low degree of formalisation

Operational Level-High level of formalisation on the assembly line

CENTRALISATION

Highly decentralised.



26/28



27/28

Q & A



28/28

THANK YOU

Indian Institute of Management Kozhikode

organisational behaviour -ii india yamaha motors interim ppt [download to view full presentation]

Documents