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Synopsis 10: ACC Ltd.

Background:
Formed by merger of ten companies into a single organization in 1936, the Associated Cement Companies Ltd. (ACC) is the leader in the cement industry. Being one of the largest integrated cement producers among developing countries with thousands of direct employees, cement continues to be a core business activity of ACC along with other businesses like advanced materials, refractories & refractory intermediates, consultancy packages and engineering products & services.

The cement business comprises of manufacturing facilities at multiple locations spread all over the country. The various regional marketing offices across India are supported by thousands of stockiest. The company has acquired and adopted foreign technologies, forged joint venture agreements and signed MoUs to facilitate transfer of technologies and easier access to export markets.

The Assignment:
This study is about manpower assessment of ACC's corporate office at Mumbai, India. The scope included entire manpower at the corporate office precluding directors and their staff. It also excluded other businesses but included Projects and Engineering Division (PED) situated at Thane near Mumbai.

For this study a three pronged method was adopted. Along with studying the various theoretical models, comparison was done with few other comparable organizations to ascertain representation of various functions at the corporate office and the manning there of.

So also, a direct interaction with ACC employees through personal interviews, on site observations and questionnaire was done. This not only gave activities of individual department or division but also highlighted how these activities were organized within the department.

This study being about the manpower assessment of corporate office with a clear brief to try and work towards a role model for the corporate headquarters; it is completely based on qualitative aspects and not on quantitative findings. Thus it speaks of elimination, delegation, combination or outsourcing of the activities instead of taking quantitative route for existing activities on 'as-is' basis.

Conclusion:
ACC's corporate office, instead of policy making, was engaged in routine jobs of day-to-day nature having shorter term implications. To achieve what a corporate office is supposed to do - to develop long term competitiveness - the proposal was given in accordance clearing confusion between role and activity of Corporate Office and that of Operations, however important that might be in the short run. Accordingly, an improvement of over 60% in management cadre and over 85% in non-management cadre was emanating.

We are glad to put on record that the management of the company, after due deliberations, expressed complete satisfaction while concurring with the study findings.

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