National Semiconductor Case Study free essay sample

However, IDC is in need of a robust management development program. The team recently instated a 360-degree (360D) feedback process as a managerial developmental tool. There were some hurdles but the process generally seems to be doing well. Meanwhile the high tech industry in Bangalore is seeing high turnover rates with many lucrative job offers in a hot labor market. As new managers are joining the IDC team, Ashok Kumar, the general manger of IDC is evaluating whether to continue with the 360D process or to allow new managers to integrate on their own. Problem Statement While several symptoms have been discussed, the overall problems which require attention can be categorized into the following four: 1. What is the best method of integrating new members of the IDC management team? 2. Should there be continued development of the management team, and how best should this be accomplished? 3. IDC has operated as a silo, with respect to management at the Santa Clara headquarters. How best can IDC align with Santa Clara’s management practices and procedures? 4. IDC managers are not collaborating and communicating directly, resulting in missed deadlines, tension, and reduced morale. Discussion of Critical Issues The 360D process has improved the coordination and communication of the current management team, and now this team faces the challenge of integrating new managers into an already cohesive group. Without adequate history with peers, subordinates, and supervisors, Ashok Kumar recognizes that 360D would not be an effective tool for development and integration of these new members in the initial months of their new assignments. While they desire to develop the same open, cooperative, trusting relationships they have discovered in 360D, some other integration process or procedure would be valuable. Also for consideration is whether 360D has served its purpose, or if continued development will be valuable to the group. Would annual 360D surveys continue the development? Not only is integrating new managers a concern, continued development of individual management skills and continued development of the team as a whole are valuable. Can the group expect their current skills and relationships to be satisfactory, or do they need constant development attention, and if so, what is the best technique. Also, if the 360D were to become an annual process, is it redundant, or additive to the performance review process currently in place? The management relationship between IDC and Santa Clara is challenged by the geographic separation (and time difference), impairing the ability to build trusting relationships and open communication . The IDC has had great success with the 360D process. Is there a similar process that would deliver the same result for the relationship between the management teams in Santa Clara and IDC? Finally, the current operation is impaired by its own change in processes, leading to work groups operating as silos, and resulting in delays and strain between functioning groups. Are there initiatives the company can take to improve integration between these groups? Improved communication, collaboration, trust, and clarity of purpose are desirable in managing multiple work groups, and processes that build this collaboration will reduce problems and morale. Alternate Solutions †¢Discontinue 360D – it has served its purpose. Annual performance reviews are adequate. †¢Use the â€Å"16 Competencies† as the primary principles for hiring and training new management. Coordinate these principles with Santa Clara, in hiring standards as well as guidelines for integrating new managers, and include them in annual performance reviews. Consider MBO elements in performance reviews which include appropriate â€Å"competencies† †¢Schedule 360D for senior managers annually. This way, new management hires will eventually participate, and achieve the desired level of integration. Recommendation The 360D should be made and annual process for the development of the senior management team. While its short term limitations are recognized for integrating new management members, a review of the process could provide a significant demonstration of the culture of the company, and the importance on trust, open communication, and collaboration. A meeting of the existing management with new members should review what was learned in the last 360D process, and what behavioral changes are being made by the senior staff. So while the new managers may not benefit from their own 360D right away, they may be indoctrinated into a culture of trust, and collaboration, and continued development. For further indoctrination, each of the 16 competencies should receive attention at weekly meetings – a discussion of one competency at each meeting. The 360D should be an annual process, this first exercise serving as a benchmark for an overall development program, then repeated annually as a basis for continued development. While the process yielded excellent results between peers at the senior management level, it is also designed to improve communication and leadership with subordinates and superiors as well. Annually, the 360D should continue, along with that of the direct reporting management in Santa Clara. If development in IDC management is steered toward the 16 competencies, it should be aligned with the management in California. As the IDC management team benefitted initially by improving their trust and collaboration, they should seek similar improvement in their relationship with management in Santa Clara. The 360D process has proven to be a useful tool in this regard, and we would expect the reporting relationships between Santa Clara and IDC would benefit if both management teams conducted the 360D process together. As the 360D process proved useful in building trust and collaboration at the senior management level, it should also be applied to the leaders of the functional teams who require this same collaboration for designing and engineering new products. A specific member of each functional team should be assigned responsibility for coordinating with other teams, and these â€Å"Team Leaders† should go through a similar 360D process with each other as part of their development. Finally, while the atmosphere of the IDC is distinctly technical, a forum for non technical issues should be established. This â€Å"people’s forum† should have representative from each functional area on site and will focus on employee concerns with continuous improvement in mind, demonstrating managements consideration of employee morale and providing employees a â€Å"safe† forum for raising their concerns.