Idc Case
Introduction
“As the center grew, it incurred a lot of change. Ashok brought new people on board and we started to wonder how to increase the level of professionalism and get all of these people to work better together”
National semiconductor (NSC) is a semiconductor manufacturer, which specializes in analog devices and subsystems. NSC, based out of Santa Clara, U.S. is going through rough times as the company has faced a net loss of $122 million in the fiscal year 2012. Particularly noteworthy has been the impressive growth of NSC’s India Design Center (IDC). IDC has grown 4-fold over a period of 5 years and is targeting aggressive growth for the coming years.
The centers growth though outstanding, has created its share of problems. With more projects churning in, IDC’s management is feeling an extensive need for an improved communication, collaboration and coordination. Coupled with the increasing need of hiring more senior managers as they expand the center’s activities is not making it too easy for Ashok – the General Manager (GM) of IDC and the management team in general.
Increasingly faced with issues such as missing project deadlines, setting task allocations, deteriorating communication, weak working relationships and keeping commitments, IDC’s management has resorted to 360-degree feedback. The managerial development tool, implemented under the direction of (Center for Creative Leadership) CCL, has been partly successful. It has managed to created newfound levels of cohesiveness, trust and openness [1].
Although, the instrument seems to have worked but there is lot to be desired as new members are scheduled to join IDC.
Assessment of the 360-degree feedback process used by the IDC team:
1) The objective of IDC behind this 360-degree feedback process was only ‘Personal Development’ whereas in other companies it is also linked to ‘Performance Appraisal’ or ‘Pay’. This is a good approach because in case the perceptions of
“As the center grew, it incurred a lot of change. Ashok brought new people on board and we started to wonder how to increase the level of professionalism and get all of these people to work better together”
National semiconductor (NSC) is a semiconductor manufacturer, which specializes in analog devices and subsystems. NSC, based out of Santa Clara, U.S. is going through rough times as the company has faced a net loss of $122 million in the fiscal year 2012. Particularly noteworthy has been the impressive growth of NSC’s India Design Center (IDC). IDC has grown 4-fold over a period of 5 years and is targeting aggressive growth for the coming years.
The centers growth though outstanding, has created its share of problems. With more projects churning in, IDC’s management is feeling an extensive need for an improved communication, collaboration and coordination. Coupled with the increasing need of hiring more senior managers as they expand the center’s activities is not making it too easy for Ashok – the General Manager (GM) of IDC and the management team in general.
Increasingly faced with issues such as missing project deadlines, setting task allocations, deteriorating communication, weak working relationships and keeping commitments, IDC’s management has resorted to 360-degree feedback. The managerial development tool, implemented under the direction of (Center for Creative Leadership) CCL, has been partly successful. It has managed to created newfound levels of cohesiveness, trust and openness [1].
Although, the instrument seems to have worked but there is lot to be desired as new members are scheduled to join IDC.
Assessment of the 360-degree feedback process used by the IDC team:
1) The objective of IDC behind this 360-degree feedback process was only ‘Personal Development’ whereas in other companies it is also linked to ‘Performance Appraisal’ or ‘Pay’. This is a good approach because in case the perceptions of