Semco is one of the most interesting companies of the modern century, where there are no time clocks, job titles, security check and receptionists. It is one company where people unanimously decide who their bosses will be, their salary etc. Semco as argued by many management articles is an epitome of Management incorrectness. Semco style of running business is today recognised as one of the most effective method of management. Reengineering the business process, a series run by BBC has also recognised Semco as one of the top 5 successful management structures across the globe (http://www.bbc.co.uk). Ricardo Semler, CEO of Semco, author of two books Maverick & Seven Day Weekend, chief manager has surely shown the world a new style of management. Though many managers admire him, very few have actually tried to reproduce his management style.
Background to Semco
Antonio's father wanted him to be a good physician but Antonio after graduating in engineering from Vienna had some other plans (Maverick, pg. 9). Founded in the year 1953 by Antonio Curt Semler, father of Ricardo Semler, Semco's organization structure was very much similar to any other organization with very rigid hierarchy and a rule or policy for every small thing. Ricardo Semler was born in the year 1959 Sao Paolo, Brazil. Before Ricardo taking over the business his dad ran, it had a very autocratic style of management. Initially, Ricardo continued with the conventional way of working. He started running the organization in a very controlled and disciplinary manner. Soon the stress work and the Semler's sickness forced him to rethink on his way of running the business. This is when he started attacking what he believed was Corporate Oppression.
[...] and journals related to Semco to explore the new style of organizational structure, managing the organization and Ricardo Semler's leadership style in Semco. The aim is to critically evaluate the effectiveness of the organization structure at Semco. Semco surely had a unique system of industrial democracy. This could be seen in the way the organization is run by its employees and not Ricardo Semler, Chief Executive at Semco. Semco does not have anything that most of the organizations in the 21st century think is very important for an organization to compete. [...]
[...] Lastly, author feels Semco is a place where you use your ideas, talent, skills, and potential 100 percent or in the six month period you are out of the company. Hence, there is always the need to prove you. Everyday is challenging at Semco. The last point might also be seen as negative point by others, as it also creates the sense of fear of losing job in six months. I prefer it should be taken positively and employees should work towards their [...]
[...] Semler wanted to bring the idea of responsibility and openness and transparency in the organization. Hence, employees selected their own salary and then it was publicized. Any body had access to any sort of information related to the company (Morgan & Zohar 1999). Conclusion Throughout the assignment and author's reading of articles related to Semco and other managerial subjects involved with this assignment such as team management, working as a group/team, organization culture, design, transformational leadership style and change management. [...]
[...] Semco was also selected by CIO magazine as the most successfully re- engineered companies in the world. Fortune magazines referred to Semco as a Lab for creative management (http://www.icmrindia.org/casestudies/catalogue/Human%20Resource%20and%20Org anization%20Behavior/Semco-Maverick%20Organization- Human%20Resource%20Management-Case%20Studies.htm) To what extent does the Semco system differ from traditional approaches to strategic human resource planning? Make reference to either; recruitment and retention; succession planning; or systems of appraisal in your answer Human resource planning has traditionally been seen by organizations as getting the right person at the right position at the right time (Susan E. [...]
[...] Ricardo says the structure at Semco is so that he would readily invest all his savings in Semco than any other blue chip company with a more rigid style of working and with long term planning and control (Interview with Ricardo Semler, by Simon Caulkin, 2007: http://www.guardian.co.uk/business/2003/apr/27/theobserver.observerbusiness7 ) Ricardo mentioned one common thing in both of his book who is given responsibility takes responsibility” (http://www.peterbe.com/plog/blogitem- 20030814-0138). In spite of such a working environment, Semco is one of the most successful and recognised organization in Brazil. [...]
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