Managing operation

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  • Publicado : 23 de febrero de 2011
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SEMCO when established in 1950’s was known mainly for the manufacturing of vegetable oils. They really focus on innovation and invested in other businessespecially service business always with the association of world leaders.
They have diversified Portfolio including real estate, inventory services, facilities management and mobile maintenance service. Over the period of time they became market leaders in industrial equipment.
SEMCO doesn’t follow traditional ways which it was known for, they venture on having predefined hierarchy, employees hasbeen giving the same treatment which enables them to work effectively.
In 1960’s during the era of naval growth, they started expanding the organisation by making hydraulic pump, load pumps, axel and other naval related components, these makes them to cover almost 70% of the domestic navel fleets.
From 1980-1990 company has implemented various new decisions which made SEMCO’s a diversifiedbusiness organization.
Due to their acceptance to the generality of consumers using their product and patronizing them, these has make them to have good relationship with overseas companies such as Cushmon & Wakefield, SEMCO route Maintenance, ERM, and many more.
SEMCO has different way of managing their own business which has been into existence from year 1980 where they aim to have a goodrelationship with international companies.
To briefly explain what the classical school management of SEMCO, Ricardo Frank Semler has said that ‘the success becomes with the employee satisfaction and then everything else, quality, profit and growth, will fall into place. As we know that planning, commanding, controlling and co-operating issues are based onemployees in SEMCO employees have been developing and improving successfully the company by working together since Ricardo Frank Semler has decided that his priority is the employees.
To analyze the success factors such as motivation, responsibility, unity of command and direction, equity and discipline of the employees of SEMCO, we should understand how to illustrate Frederick Taylor’s ScientificManagement, and then we should concern on how to evaluate Frank Semler’s strategic decisions by emphasizing Frank and Lillian Gilbreth’s job motions and Henry Gantt’s The Gantt Chart theories.
According to Taylor, he summarizes the scientific management; there are some questions that have evaluated by him to understand his theory. The Questions are;
-What are the differences between the scientific management and the other types of SEMCO?
- Why do we get better results under scientific management than under the other managements?
- Is it a problem of getting the right man on the top of the company? And If you have the right man can he decide about managing the company be safely left to him?
What are the differences between scientificmanagement and the other types of SEMCO?
As we know that Ricardo Semler has been developing his company and increasing his success with the employees from US$4 million to US$160 million since 1980. Besides of increasing the revenue of SEMCO, he integrated an idea of the scientific management into the company by its employees. Although there was no CEO at all, the employees have been working hard to makeSemler’s business profitable by their own experiences and also highly motivated themselves. The reasons that have brought the success into SEMCO are based on the differences of the scientific management. However, there some points to focus on according to the other types which are based on the financial priorities, the marketing strategies and the investment policies that have decided as the...
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