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    SEMCO

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    Sahal T Youseph
    Ricardo Semler transformed his family's manufacturing company Semco in Brazil into a radical employee-friendly corporate democracy. He dismantled the traditional top-down management structure, giving employees freedom and autonomy. They set their own salaries, schedules, and chose their own managers. As a result, productivity and profits increased. Semco also diversified into different business units. Semler's unconventional management style at Semco fostered an entrepreneurial and creative spirit among highly accountable and committed employees.

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    SEMCO

    Uploaded by

    Sahal T Youseph
    83 views17 pages
    Ricardo Semler transformed his family's manufacturing company Semco in Brazil into a radical employee-friendly corporate democracy. He dismantled the traditional top-down management structure, giving employees freedom and autonomy. They set their own salaries, schedules, and chose their own managers. As a result, productivity and profits increased. Semco also diversified into different business units. Semler's unconventional management style at Semco fostered an entrepreneurial and creative spirit among highly accountable and committed employees.

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    Ricardo Semler transformed his family's manufacturing company Semco in Brazil into a radical employee-friendly corporate democracy. He dismantled the traditional top-down management structure, giving employees freedom and autonomy. They set their own salaries, schedules, and chose their own managers. As a result, productivity and profits increased. Semco also diversified into different business units. Semler's unconventional management style at Semco fostered an entrepreneurial and creative spirit among highly accountable and committed employees.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    83 views17 pages

    SEMCO

    Uploaded by

    Sahal T Youseph
    Ricardo Semler transformed his family's manufacturing company Semco in Brazil into a radical employee-friendly corporate democracy. He dismantled the traditional top-down management structure, giving employees freedom and autonomy. They set their own salaries, schedules, and chose their own managers. As a result, productivity and profits increased. Semco also diversified into different business units. Semler's unconventional management style at Semco fostered an entrepreneurial and creative spirit among highly accountable and committed employees.

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    You are on page 1of 17

    Page 1 / 17

    GROUP 6 ANJALI S
    N JINISHA
    KRISHNANAND.S
    SAHAL T YOUSEPH
    VISHNU M

    Page 2 / 17
    THE KEY TO MANAGEMENT IS TO GET RID OF THE MANAGERS.
    THE KEY TO GETTING WORK DONE ON TIME IS TO STOP

    WEARING A WATCH.
    THE BEST WAY TO INVEST CORPORATE PROFITS IS TO GIVE

    THEM TO THE EMPLOYEES.


    THE PURPOSE OF WORK IS NOT TO MAKE MONEY. THE PURPOSE

    OF WORK IS TO MAKE THE WORKERS,


    WHETHER WORKING STIFFS OR TOP EXECUTIVES, FEEL GOOD

    ABOUT LIFE.
    -Ricardo Semler

    Page 3 / 17
    SEMCO
    • Brazilian company
    • Manufactures over 2000 different products
    • Provides environmental and internet services.
    •founder- Antonio Curt Semler

    Page 4 / 17
    Ricardo Semler is a champion of
    the radical, employee-friendly
    corporate democracy

    Ricardo built the Semco Style Institution


    (SSI) upon this solid foundation and has
    since shared it with companies across
    the world
    Page 5 / 17
    SEMLER ENTRANCE
    Organizational Employee

    restructuring
    through partcipation
    participatory
    management

    C O R E

    V A L U E S
    Profit
    Free flow of

    Sharing Information
    Page 6 / 17
    Page 7 / 17
    ORGANIZATION STRUCTURE
    Semler started out with a functional organizational structure

    Under this structure, decision-making took a long time and each


    department took independent decisions that sometimes were not
    in the interests of other departments.

    Then, the company shifted to a matrix structure. But, unhappy


    with its effectiveness, Semlar changed the structure of the
    organization once again.

    Page 8 / 17
    The company was divided into autonomous business units, each
    headed by a GM.

    According to Semler this would result participatory management.

    After this Semco adopt a kind of lattice structure.

    Also established factory committees in the various business units.

    Page 9 / 17
    FUNCTIONAL
    STRUCTURE

    MATRIX STRUCTURE

    LATTICE STRUCTURE

    Page 10 / 17
    THE CULTURE
    No Power-packed job titles
    Employees including Top level managers themselves did all
    the work.(photocopying, faxes, letter typing, like parking was
    strictly first come first serve basis)
    No organizational structure/chart; no fixed CEO; no VP's, no
    CFO's, COO's or CIO's.
    No long term strategic business plans, no career plans, no job
    descriptions or dress code for the employees.

    Page 11 / 17
    CHANGES
    No Headquarters, People set their own People set their own
    No Job title salaries and target working hours

    Workers choose No receptionist,


    Taking Holidays at
    their managers and secretaries and
    will
    evaluate them seating system

    Page 12 / 17
    RISKS INVOLVED

    Misuse of freedom Chances of conflict Security Issues

    Slow decision Lack of guidance Time Management


    making

    Page 13/ 17
    SEMCO IN TODAYS WORLD
    Six Senses
    Mellos Habitat Smarthood Mora
    Botanique

    Semco Semco Styles


    The Lumiar School
    Manufacturing Institute

    Page 14 / 17
    Without creating complex mission statements and plans, issuing

    top-down orders, or hiring a large number of change management

    consultants, Semco may reinvent itself regularly and

    spontaneously.
    Ricardo Semler dismantled the rigid management structure
    Semco has succeeded in building the ideal company, one that not

    only succeeds in terms of revenues and growth but also in terms

    of employee satisfaction.
    Ricardo Semler and Semco have made a positive impact on

    people's lives in Brazil and around the world by demonstrating

    how businesses should be operated.

    Page 15 / 17
    Autocratic to

    Productivity and
    Collagial Model
    Fosters

    profits increased
    entrepreneurial spirit

    and creativity

    Most sought after


    END RESULTS Product

    employer Diversification with

    Different Business

    Units

    Accountable and

    Autonomy and

    committed

    Freedom to

    employees
    employees
    Page 16 / 17
    Page 17 / 17

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