ORGANISATION STRUCTURE FOR POWERGRID IN 21st CENTURY

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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
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PRESENT STRUCTURE OF POWERGRID

• Traditional
• Hierarchical

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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

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MINDSET RESULTED BY PRESENT STRUCTURE

• Resistance to innovation
• People produce output, therefore Manage
• people to manage output
• Manage by Results, Objectives

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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 SKIN in 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

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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

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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

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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

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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

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REDEFINING FOUR TIER HIERARCHY

• E1 to E5 Level 4 To have 5 grades Working
  Level
• E6E7 Level 3 To have 2 grades
• E7AE8 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

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DISTRIBUTION OF EXECUTIVES IN NEW STRUCTURE

Level 1
Present Distribution
15
E-9 15
E-8 26
E-7A 67
E-7 203
E-6 350
E1-E5 1938
Level 2
93
Level 3
553
1938
Level 4
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Broad Organisation Structure with Heads
CC
CMD
Region
Region
Region
Level 1
Zone
Zone
Zone
Level 2
Station
C A O
Station
Level 3
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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
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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
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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
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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
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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

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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.
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THANK YOU