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Organisational Analysis & Design 21718 October 2009

Organisational Analysis & Design 21718 October 2009 Prepared by Whiteman, Medina, Dulariya and Raban For: Derek Sharp. We used a wide range of sources…. Wiki used to aid collaboration…. A look at the numbers behind ANZ…. 37,000. employees. 3,319. million dollars in profit (2008).

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Organisational Analysis & Design 21718 October 2009

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  1. Organisational Analysis & Design 21718 October 2009 Prepared by Whiteman, Medina, Dulariya and Raban For: Derek Sharp

  2. We used a wide range of sources…

  3. Wiki used to aid collaboration…

  4. A look at the numbers behind ANZ… 37,000 employees 3,319 million dollars in profit (2008) 1,346 branches in Australia (2008) 417,024 million dollars in assets 26 countries in Asia-Pacific with an ANZ presence

  5. ANZ as the customer sees it operating…

  6. The ANZ organisational chart is a hybrid… Products Distribution Geography Services

  7. Used Local CEO’s for decision making… The Local CEO model in ANZ (now adopted by others) makes each local CEO in charge of their own balance sheet. This makes each local CEO responsible for Expenses and Revenue, unlike previous models where branches were seen as a cost centre only.

  8. Culture has been a key focus for ANZ… ANZ culture developed and changed over 170 years Focus on providing better customer service “More Convenient” banking culture Creating value for their shareholders

  9. The ANZ Values are clear… ICARE Integrity: “Do what is right” Collaboration : “Work as one” Accountability : “Own your actions” Respect : “Value every voice” Excellence : “Be your best”

  10. The Breakout program was innovative… Culture of Coaching : Leadership Culture of Dialogue : Communication Build vibrant , High performing , Energetic culture in the Organization Be Bold and have the Courage to be different

  11. There are many cultural challenges… From ToBureaucracy and hierarchy MeritocracyControlling information Openness and trustSilo mentality Collaboration Cost-cutting Growth through innovation (Cost management) Ongoing Process to become a bank with a ‘HUMAN FACE’ Build a trusted relationship between ANZ and its people, employees and the community.

  12. A history of ANZ Human Resources… • Poor financial performance during the 1990's. • John McFarlane becomes new CEO in 1997. • Employee Numbers have halved since 2000 • In 1999 – only 49% of employees were satisfied working at ANZ. • 'Silo' mindset – a mentality of survival that saw many employees not trusting their managers or the organisation. (Siobhan McHale – Head of Breakout & Cultural Transformation at ANZ). • Values Assessment Survey (2000) - employees chose words such as 'bureaucracy', 'hierarchal', and 'long hours' to describe ANZ.

  13. Breakout Strategy pioneered in HR… • Management recognised that in the long run ignoring human resources issues was unsustainable. • Therefore, ANZ launched the 'Perform, Grow and Breakout Strategy' in 2000. • Focus on people and culture. • Transformation 'from inside out'. Organisations don't transform, its people do. • 'Breakout' - be bold, have the courage to be different, lead and inspire. • Human resources friendly policies and programs were adopted. Shane Freeman

  14. Employees get numerous benefits… • (i) discounts on ANZ products and services • (ii) salary packaging choices i.e. salary sacrifices, additional super payments • (iii) access to discounted ANZ shares • (iv) since 1999 ANZ has annually allocated up to $1,000 worth of shares to part-time and full-time staff • FLEXIBLE WORKING ARRANGEMENTS – Work / Personal Life Balance • (i) parental leave doubled from 6 to 12 weeks of pay (2005) • (ii) partnership with ABC Learning Centers Ltd to build and operate child care services • (iii)CarersLeave Policy - 76 hours leave for employees to support family in illness and emergency

  15. Development is a key focus… • PHYSICAL, EMOTIONAL AND FINANCIAL WELLBEING • (i) My Health Program- free physical check-ups during work hours • (ii) Mental Health Site - intranet website with mental health tips • (iii) Performance Management – bonuses are based on a variety of criteria ranging from strategic orientation to people management • LEARNING AND DEVELOPMENT – INVESTMENT IN PEOPLE • (i) My Development Program - an on-line chat-room for managers and individuals • (ii) Management Essential Program - designed to provide essential capability development for first time managers • (iii) Accelerated Learning Laboratory – joint initiative between ANZ, Australian Graduate School of Management and other leading companies to promote skills such as critical thinking and collaboration • (iv) Talent and Graduate Programs – nurture talent with leadership coaching, mentoring and development opportunities

  16. Employees are involved extensively… • WHAT LEVEL OF INVOLVEMENT DO EMPLOYEES HAVE? • Through investment in 'its people' ANZ has a better qualified workforce and was able create specialised business units and appoint local CEO's amongst different divisions. • This effectively pushed accountability further down the line and created a flatter structure with greater lateral integration and involvement of 'its people'. • RESULTS OF HUMAN RESOURCES POLICY “IN USE” • In 2006 ANZ had one of the highest employee engagement scores of all major companies in Australia and New Zealand. Employee engagement is an external measure of staff motivation. • Stock price more than doubled, from $14.45 in 2000 to $30.03 in November 2006. (Better HR management is only one reason)

  17. New leadership signalled a change … • Mike Smith is appointed new CEO in late 2007. Introduces super-regional expansion plans into Asia/Pacific. • Describes ANZ employees as complacent and soft. • Parts of the 'Breakout' program are dismantled, explained by new leadership as a cost cutting exercise. • First round of job cuts on the 5th December 2008 dubbed “Black Friday”. • Second round (early 2009) which took job losses to more than 1,000 in Australia and 200 in New Zealand - typically management and executive management staff.

  18. Restructuring was inevitable… • In the meantime ANZ's Asia Pacific businesses were adding 100's of staff. • Off-shoring started April 2008 where around 2.5% of the Bank's 9,500 technological support roles moved to India. • ANZ commits $12 million in Australia and New Zealand for re-skilling and re-training for staff affected by job losses and off-shoring. • Each Australian & New Zealand ANZ employee (at the end of March 2009) was generating $228,541 per annum , which was up 11% from one year ago. Number of Australian ANZ employees had fallen 2% in the same period. • Australian & New Zealand employees generating more income with less people.

  19. The numbers tell a good story… • However, employee engagement has dropped from 64% (2007) to 62% in 2008. • Cost effective for now, however is this sustainable in the long-run? Graph source: http://www.anz.com/about-us/corporateresponsibility/employees/diversity-culture/engagement/

  20. Power & Politics at a local level… Local CEO’s Structure

  21. Resources are competed for extensively… · What is the relationship between power and formal authority in this organisation? interests interests resources B Division 2 Division 1 C Division 4 Division 3 A interests interests Authority

  22. Authority & decision making disbursed…

  23. Factors need to be carefully balanced… Benefits Weaknesses • Conflictisseen as natural and inevitable, itchallengesthe status quo, stimulatesinterest and curiosity. • Environmentcreates new ideas and approachestoproblems. • Highpowerdeliversregulation • Interventionmaybeneedediftoomanyconflictsarise. • Badmanagedconflicts lead todestructivepower. • Lowpowerdeliverspoor control.

  24. Have they got the balance right? “ANZ excecutivesenjoy $500,000 holiday… beforesackingstaff” Head Office at Melbourne 100 staffretrenched Mike Smith: 13million Brian Hartzer: 3.2 million

  25. There are a few key challenges… • Understand the cultures in each territory, hire local talent • Leverage multi-national relationships for customer acquisition • Expand in a Considered Manner • Continue to Lead • To maintain the same levels of employee engagement and customer satisfaction during the current expansion process into the Asia/Pacific region. • Understand the internal conflict within the organisation • Create local support systems to avoid conflict • Create an ethical council that monitors power decisions • Communicate bad news effectively • Understand the variable cultures in personnel across the bank • Be as open and transparent as possible

  26. The End Sam Whiteman AntoniRaban Kaushal Dulariya Alex Medina

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