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<ul><li><p>See discussions, stats, and author profiles for this publication at:</p><p>The lattice organization structure: learning from the expectations of</p><p>Generation-Y talents in Engineering &amp; Construction industry</p><p>Article December 2013</p><p>CITATIONS</p><p>0READS</p><p>164</p><p>1 author:</p><p>Some of the authors of this publication are also working on these related projects:</p><p>understanding Business model component View project</p><p>Dibyendu Chakraborty</p><p>ESMT European School of Management and Technology</p><p>2 PUBLICATIONS0 CITATIONS</p><p>SEE PROFILE</p><p>All content following this page was uploaded by Dibyendu Chakraborty on 19 December 2013.</p><p>The user has requested enhancement of the downloaded file.</p>;enrichSource=Y292ZXJQYWdlOzI1OTM1ODI4MTtBUzo5NzIxMzk5Njg2MzQ5MEAxNDAwMTg5MDMyMDU2&amp;el=1_x_2&amp;_esc=publicationCoverPdf;enrichSource=Y292ZXJQYWdlOzI1OTM1ODI4MTtBUzo5NzIxMzk5Njg2MzQ5MEAxNDAwMTg5MDMyMDU2&amp;el=1_x_3&amp;_esc=publicationCoverPdf;enrichSource=Y292ZXJQYWdlOzI1OTM1ODI4MTtBUzo5NzIxMzk5Njg2MzQ5MEAxNDAwMTg5MDMyMDU2&amp;el=1_x_9&amp;_esc=publicationCoverPdf;enrichSource=Y292ZXJQYWdlOzI1OTM1ODI4MTtBUzo5NzIxMzk5Njg2MzQ5MEAxNDAwMTg5MDMyMDU2&amp;el=1_x_1&amp;_esc=publicationCoverPdf;enrichSource=Y292ZXJQYWdlOzI1OTM1ODI4MTtBUzo5NzIxMzk5Njg2MzQ5MEAxNDAwMTg5MDMyMDU2&amp;el=1_x_4&amp;_esc=publicationCoverPdf;enrichSource=Y292ZXJQYWdlOzI1OTM1ODI4MTtBUzo5NzIxMzk5Njg2MzQ5MEAxNDAwMTg5MDMyMDU2&amp;el=1_x_5&amp;_esc=publicationCoverPdf;enrichSource=Y292ZXJQYWdlOzI1OTM1ODI4MTtBUzo5NzIxMzk5Njg2MzQ5MEAxNDAwMTg5MDMyMDU2&amp;el=1_x_6&amp;_esc=publicationCoverPdf;enrichSource=Y292ZXJQYWdlOzI1OTM1ODI4MTtBUzo5NzIxMzk5Njg2MzQ5MEAxNDAwMTg5MDMyMDU2&amp;el=1_x_7&amp;_esc=publicationCoverPdf;enrichSource=Y292ZXJQYWdlOzI1OTM1ODI4MTtBUzo5NzIxMzk5Njg2MzQ5MEAxNDAwMTg5MDMyMDU2&amp;el=1_x_10&amp;_esc=publicationCoverPdf</li><li><p>The lattice organization structure: learning from the expectations of Generation-Y talents in Engineering &amp; Construction industry </p><p>Dibyendu Chakraborty </p><p>Abstract: The purpose of this paper is to present the statistical analysis and the result of a survey undertaken to study the influence of motivating &amp; hygiene factors on Generation Y talents in a matrix organisation structure within the Engineering &amp; Construction industry. In recent times, academicians &amp; practitioners in all fields of management have been engaged in identifying the need, interest &amp; passion of Generation-Y. Since, this future generation will be engaged in a lot of Strategic Implementation, their views are considered of high value. The author, being part of engineering &amp; construction industry, conducted a sample survey among young trainee engineers to understand what motivates them and what maintains job hygiene. This study was based on their verbal feedback that they want their job content to be congruent with their passion. In a project matrix work structure, can we imagine of passion as a third dimension? When corporations are more &amp; more engaged in CSR activities, can this be the third dimension? Instead of a matrix organization structure, can we build a workable and sustainable three dimensional lattice structure? This article examines how Project function &amp; Line function influences selected motivation &amp; hygiene factors as perceived today by Generation-Y. Further, with the introduction of the third dimension, the study presents the change in the influence pattern. Although it is based on a restricted sample, but this case study provides some revealing facts for project management community to explore further. Key Words: Generation-Y Talent, Lattice organization structure, Motivation hygiene factor, Engineering &amp; Construction industry. Authors Profile: </p><p>Author is a Mechanical Engineer from Jadavpur University, Kolkata &amp; member of Project Management Institute (PMI) Mumbai Chapter. He is currently working with Uhde India Private Limited, Mumbai as Deputy General Manager-Projects. He has 22 years of experience in Project Management in Refinery, Chemical &amp; Fertilizer domain. Prior to this job, he has worked with Larsen &amp; Toubro limited in similar field. Apart from the regular official work, he is presently perusing his Executive MBA with European School of Management &amp; Technology, Berlin- Germany. His areas of interests are international strategy and talent management. </p><p>Postal address: A-403 Greenwich, Hiranandani Estate, Ghod Bunder Road, Thane -400607. Telephone : +91-22-25861074 , Mobile : +91-9167251434 E-mail : , </p></li><li><p>The lattice organization structure: learning from the expectations of Generation-Y talents in Engineering &amp; Construction industry </p><p> Dibyendu Chakraborty </p><p>1. Introduction Idea of this article is originated from a case study undertaken on Generation Y talents in Engineering &amp; Construction industry (referred as E&amp;C). The study itself has roots on apparently two disjointed issues: i) inflow and nurturing of future Generation-Y talents, ii) working conflict of current matrix organization structure. Although the field data is collected from E&amp;C industry, but these two issues have general appeal in practically all organizations, especially where project is executed. </p><p>I would like to set the context in bigger landscape by quoting Mr Amitabh Kants thought provoking key note address delivered in 2012 PMI India annual conference in Chennai. Mr Kant, CEO &amp; Managing Director of Delhi Mumbai Industrial Corridor Development Corporation Limited, provided the details of mammoth task ahead in next 20-30 years to create huge industrialization in India by urbanization. He also quoted management thinker late C K Prahalad &amp; explained that India need to build 500 cities by 2020. This brings our focus to the very basic question, who will perform majority of the work? The generic reply is Generation-Y talents, spanning from mere construction workers to high end managers. </p><p>Next associated question comes what motivates these talent pools to perform the work? Is it nationalism? Is it sense of duty? Or is it internal urge? In current protectized E&amp;C organizations, we still feel unbalanced forces between line function and project function. Of course, it varies from organization to organization depending on responsibility-authority-reward structure. But to understand this aspect, the first requirement should be to know what the current perception of this generation is. I have used the word learning in the topic heading specifically for this reason. </p><p>To make the context clear I have briefly described general characteristics of Generation-Y and E&amp;C landscape at the beginning of this article. After that, the backgrounds of this study and survey methodology are discussed. While carrying out the survey, I have formulated hypothesis to impart structure to this work. According to this hypothesis, another dimension, referred as CSR function, (signifies passion or areas of interest of generation-Y talents) is assumed other than project function and line function which are prevailing in a typical matrix organization structure. </p><p>Finally, survey results and observations are added with applicable conclusion. In my personal opinion, generational issues are being handled by various IT companies because of large young talents already existing at least for average 10 years. So, the survey results may have some resonance with whatever good practices already existing in IT industry. But I would like to draw attentions of the readers in different perspective here. When E&amp;C views are also getting stronger, probably it calls for much larger &amp; generic analysis rather than prescriptive solution sporadically adopted by some companies. Hence, I have proposed mental model of three dimensional lattice structure (Figure 9b) of organization instead of matrix structure predominantly used by project management community. </p><p>This article has limitations as well. Firstly, the survey questions directly compare perceptual importance of any pair of forces drawn from Line, Project and CSR function. But influence of CSR function on existing Line-Project pair is drawn (figure 7&amp;8) by using arithmetic proportionality for which I have no academic reference material. Second limitation is about the scope of selection of motivation &amp; hygiene factors. Since, the proposed conclusion is only towards generic direction &amp; not to have any quantification or prescriptive solution, I feel these limitations should not seriously distort the picture. </p><p>2. Brief about Generation-Y talents Several studies were undertaken in last decade on generational issues &amp; probably many more are still continuing. Question is who are generation-Y people? We have generally accepted western definition of generations (c), although some ambiguity still exists in regards to the overlapping birth dates with other generations. Interestingly, </p></li><li><p>we find evidence of completely different definition in India (g). I have followed western definition in this article &amp; consider Generation-Y as people born between 1980 &amp; 2000. As per existing literatures (c) (d) (e), they are confident, having high expectation, impatient and like to see immediate result. Since, they are born in digital era; they are technology savvy and like latest modern gadgets. Many of them are quite demanding with employer with higher level of educational need. They are Collaborative, aware of environmental preservation &amp; habituated to social networking by e-platform. Generation-Y wants to make quick impact on day one and thrives for excellence. Their desire to become unique drives them continuously to search for meaning &amp; purpose in their job. 3. E&amp;C landscape &amp; relevance of Generation-Y talents As per recent data (a), Government of India plans for 40.9 trillion investment in infrastructure sector for twelfth five year plan (2012-2017). Since, infrastructure investment is considered as true indicator for E&amp;C job, this statistics itself signifies large amount of work for this sector. There are several players involved in E&amp;C space starting from owner/developer, independent design houses, PMC (project management consultant), equipment suppliers, package contractors, piece rate contractors or EPC contractors. Complexity and size of engineering &amp; construction projects has increased considerably over the years. As a natural consequence, project owners started relying on the specific skill and project management capabilities of contractors. This is seen in increased number of lump sum turnkey contracts being awarded by project owners to EPC contractors who carries maximum risk for fixed price. EPC segment is a part of complete E&amp;C segment but we have some numbers regarding human resource requirement of this segment to relate to Generation-Y. According to recent data (a), 17.1 trillion out of 40.9 trillion investments is estimated to be through EPC contracts. At present, this sector employs 1.2 million of organized manpower and 30 million of unorganized manpower. This total figure is likely reach 58.3 million by the year 2022. Proportionately, the number of manpower to be engaged in complete E&amp;C segment is even much larger than EPC segment. Now lets take a look of what could be the demography of such a large number of human resources. May 11th 2013 issue of The Economist reports interesting data on this subject (Figure 10) (b). Indias working age population is rapidly increasing &amp; will probably dominate the world till 2045. If we interpolate numbers as given in Figure-10, we get combined age bracket of 20-29 years as the largest talent band by the year 2022. They all will be generation-Y and form the part of 58.3 million talent pool in EPC sector. One can imagine even higher number in complete E&amp;C value chain. Hence, organization will face some challenges in regards to their need and want which they cannot ignore. Some illustrative example can be given (table-1) to understand these challenges. </p><p> Table-1 Today Tomorrow </p><p>Engineers, posted at design office of E&amp;C organization, get engaged in project whatever assigned to them. </p><p>Engineers will bargain with organization to get job of their choice &amp; interest. </p><p>Skilled welder works in welding field throughout his carrier. </p><p>Skilled worker may quit the job for higher study in open university in agriculture to take up family farming. </p><p>EPC organization struggle to provide basic labour infrastructure like labour colony, transportation at construction site. </p><p>They will be needed to look into wireless internet service in labour colony, mobile crche/school for children of the workers. </p><p>Skilled mason takes up any civil construction job. Skilled mason, passionate about football, may ask for only stadium construction job. </p><p>Shuttering carpenter does manual job for civil casting. </p><p>Shuttering person will demand factory like precision tool and modular, hydraulically operated shuttering structure. </p></li><li><p>4. Background of the study: a. Organizational context </p><p> Uhde India Private Limited is a part of Thyssenkrupp AG Company in Industrial Solutions business segment. Uhde is present in the complete value chain of plant technology business starting from basic feasibility study of a plant to the construction/commissioning on turnkey basis. Primarily the company is divided into four major divisions: engineering, implementation, sales and commercial/finance. Engineering division is further subdivided into several departments with required number of core subject matter experts (SME). Each department can be thought of as "knowledge centre, it provides technical knowledge to the people, acquires new talents, trains existing talents, manages leave schedule and initiates performance appraisal. This function can be called as "Line Function. Project is typically executed by forming task force at head office as well as at construction site. Department h...</p></li></ul>


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