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ORGANISATION STRUCTURE FOR POWERGRID IN 21st CENTURY

ORGANISATION STRUCTURE FOR POWERGRID IN 21st CENTURY. By Shiban K.Jalali N.K.Saxena N.Ravikumar Guljit Kapur B.N.De Bhowmick Jogendra Singh. Project Guided by Prof. Anil Chaturvedi Prof. Abha Chaturvedi. PRESENT STRUCTURE OF POWERGRID. Traditional Hierarchical.

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ORGANISATION STRUCTURE FOR POWERGRID IN 21st CENTURY

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  1. ORGANISATION STRUCTURE FOR POWERGRID IN 21st CENTURY By Shiban K.Jalali N.K.Saxena N.Ravikumar Guljit Kapur B.N.De Bhowmick Jogendra Singh Project Guided by Prof. Anil Chaturvedi Prof. Abha Chaturvedi

  2. PRESENT STRUCTURE OF POWERGRID Traditional Hierarchical

  3. FEATURES OF PRESENT STRUCTURE • Pressure on individuals to deliver results • Focus on individual not team accountability • Get the Job Done motivation • Hierarchical system of Delegation & control

  4. MINDSET RESULTED BY PRESENT STRUCTURE Resistance to innovation Peopleproduceoutput, therefore Manage people to manage output Manage by Results, Objectives

  5. Implication of present Structure • Only People are responsible for the output - good or bad • Fear in the minds of people • Distortion of facts as communications get filtered • An attitude of SAVE YOUR SKINin the organization • Fire-fighting to get the job done • Insufficient time to document. Priority is on task Completion • Delay in decision making process due to long Hierarchy • Lack of Team work

  6. PRESENT ENVIRONMENTAL SHIFTS • Demand for creation of Backbone High Capacity Transmission Corridor • Demand for more efficient technology • Enactment of Electricity Act 2003 • End of 55 year old State monopoly • Introduction of Open Access • Competition in Business • Regulatory Regime • Uncertainty in Tariff Structure

  7. MAJOR CHALLENGES • High Cost of wrong decision • Filling gaps in Technology and Technical expertise • Continuous improvement in organisational efficiency • Aligning of processes to the demands of delivery • Credible and timely documentation

  8. NEED OF THE HOUR • Responsive decision making • Developing/Upgrading Technical Capability • Managing diversity of businesses and markets • Accountability for Asset Management and utilisation • Review of Technical, Decisional and administrative processes • Effective on-line documentation system

  9. Action Plan • Corporate Centre only for policy decisions • Decentralization of all the functions • Concept of Zones in Each Electrical Region • Each zone will be profit centres • Introduction of development (Cost) Zones • Four tier Hierarchy • Decision making process in a more participative manner

  10. REDEFINING FOUR TIER HIERARCHY • E1 to E5 – Level 4 – To have 5 grades – Working Level • E6+E7 – Level 3 – To have 2 grades • E7A+E8 – Level 2 – To have 2 grades • E9 – Level 1 • Elevation to higher grade within a level - based on time scale • Elevation to higher levels – based on Interview

  11. DISTRIBUTION OF EXECUTIVES IN NEW STRUCTURE Level 1 Present Distribution 15 Level 2 93 Level 3 553 1938 Level 4

  12. Broad Organisation Structure with Heads CC CMD Region Region Region Level 1 Zone Zone Zone Level 2 Station C A O Station Level 3

  13. Role of Corporate Centre • Formulation of Policy • Standardisation of various Engineering, Operation and Maintenance activities • Diversification into other Business areas • Quality Assurance and IS • Planning & MIS • Project Approval • Fund Mobilisation and Allocation • Interface with various Central Govt Agencies and CERC • ERP implementation • Commercial – Tariff finalisation • International Business Development Back

  14. Role of Regions • New Projects • Engineering • Contracts • Project Monitoring • Operation and Maintenance • AMP • Disaster Management Coordination • Interface with REB/RLDC • Commercial • Billing • Realisation • Data for Tariff petition • Interface with SERC if needed • Business Development • Manpower Planning and HRD Back

  15. Role of Zones • New Projects • Detailed Engineering • Project Monitoring, Expediting • Field Quality Assurance • Operation and Maintenance • AMP Monitoring • Coordination for Major Maintenance Activities • Expediting Bill Realisation • Business Development • Balance sheet for the Zone Back

  16. Role of Station and CAO • Station • Round the clock Shift Duties • Maintenance of Substations and lines • Implementation of AMPs • Construction Area Office (CAO) • Project execution • Implementation of field quality Back

  17. CONCLUSION • In light of the huge expansion and growth of the organisation, the proposed structure will be a step towards • Decentralisation • Reduction in hierarchy resulting in • Quick decision making • Boost for Innovation • Encouragement to participative Management • Improvement in Communication • Rationalisation of career growth process

  18. CONCLUSION(contd.) In addition to the proposed structure, a cultural shift along with required matching processes need to be in place to overcome the constraints and achieve the desired results.

  19. THANK YOU

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