Dear Seniors,
We are 45 employee Software Company with 3 Directors. All these directors are (real) brothers. Till date I was reporting to Chairman & Managing Director (eldest brother) for all my work. Some times I faced lot of issue in reporting. The other joint directors are head of support & sales dept. respectively. They expect me to report departmental issue to them directly rather than reporting to CEO. In my opinion there should be centralized process for reporting. We have made one software for daily reporting. but they are reluctant to use it. What will be the solution in such case?
Thanks & Regards,
Varsha
From India, Pune
1We are 45 employee Software Company with 3 Directors. All these directors are (real) brothers. Till date I was reporting to Chairman & Managing Director (eldest brother) for all my work. Some times I faced lot of issue in reporting. The other joint directors are head of support & sales dept. respectively. They expect me to report departmental issue to them directly rather than reporting to CEO. In my opinion there should be centralized process for reporting. We have made one software for daily reporting. but they are reluctant to use it. What will be the solution in such case?
Thanks & Regards,
Varsha
From India, Pune
Varsha,
In this case, as all the directors are real brothers and also your company is small, you will have to follow dual reporting.
Direct reporting to CMD and matrxi reporting to other 2 guys.
So in above case, you can report the departmental issues to other 2 guys, but make sure u keep the CMD in loop so that there is no miscommunication between u all.
You can once speak to your CMD and clarify that this is wat u want to follow now onwards. Its should be solved!
From India, Pune
In this case, as all the directors are real brothers and also your company is small, you will have to follow dual reporting.
Direct reporting to CMD and matrxi reporting to other 2 guys.
So in above case, you can report the departmental issues to other 2 guys, but make sure u keep the CMD in loop so that there is no miscommunication between u all.
You can once speak to your CMD and clarify that this is wat u want to follow now onwards. Its should be solved!
From India, Pune
Hi,
Such scenarios are common in small promoter run businesses.
In my view, you should first discuss the reporting structure with CMD and share your views/concerns/operational issues which may come across while reporting to more than 1 person. However talk from organization point of you, try not to let him know that you as a person are not in favour of dual reporting, seek guidance, clarity. CMD may want to discuss with his brothers and come back or he may finalize the reporting with you. Then you should share the final structure with everyone. If he suggests that there should be dual reporting, you are left with no choice but to accept it. In such situation, take it up as a challenge and opportunity to learn as this structure will have its own set of learning. Also, list down all your deliverables, JD aspects, identify areas where respective bosses should be kept in loop, share with them and seek their approval. It will help in avoiding confusion to some extent in future.
You should also look at the scope of work of these senior - People Management/HR comes under whose scope - if its CMD ideally HR should report to him. But as they all are The Owners, a dual reporting is what I foresee in such situation.
Thanks!
-
From India, Hyderabad
Such scenarios are common in small promoter run businesses.
In my view, you should first discuss the reporting structure with CMD and share your views/concerns/operational issues which may come across while reporting to more than 1 person. However talk from organization point of you, try not to let him know that you as a person are not in favour of dual reporting, seek guidance, clarity. CMD may want to discuss with his brothers and come back or he may finalize the reporting with you. Then you should share the final structure with everyone. If he suggests that there should be dual reporting, you are left with no choice but to accept it. In such situation, take it up as a challenge and opportunity to learn as this structure will have its own set of learning. Also, list down all your deliverables, JD aspects, identify areas where respective bosses should be kept in loop, share with them and seek their approval. It will help in avoiding confusion to some extent in future.
You should also look at the scope of work of these senior - People Management/HR comes under whose scope - if its CMD ideally HR should report to him. But as they all are The Owners, a dual reporting is what I foresee in such situation.
Thanks!
-
From India, Hyderabad
Hi,
By now you would had a fair idea of what kind of reports each of the Directors is interested in.
You can prepare a MIS for each mentioning the reports you would be sending to them so that they have a list and if they need anything more they can always revert. You can also prepare a small org chart and show yourself as direct reporting to the CMD and dotted to the other 2 directors to clear any more doubts.
Sapna.H
From United States, San Diego
By now you would had a fair idea of what kind of reports each of the Directors is interested in.
You can prepare a MIS for each mentioning the reports you would be sending to them so that they have a list and if they need anything more they can always revert. You can also prepare a small org chart and show yourself as direct reporting to the CMD and dotted to the other 2 directors to clear any more doubts.
Sapna.H
From United States, San Diego
Dear All,
Thank you so much for all your sincere opinions, I will surely take care of it..!! as we are small scale company, the roles & responsibilities of directors are also changing by time & requirements, which is not communicated to employee properly (which i insist should communicate as & when changes). due to lack of communication, causes ambiguity. I am the only HR here who handles all the HR & administration part. What is the scenario of HR (Daily) reporting in Software MNC.
From India, Pune
Thank you so much for all your sincere opinions, I will surely take care of it..!! as we are small scale company, the roles & responsibilities of directors are also changing by time & requirements, which is not communicated to employee properly (which i insist should communicate as & when changes). due to lack of communication, causes ambiguity. I am the only HR here who handles all the HR & administration part. What is the scenario of HR (Daily) reporting in Software MNC.
From India, Pune
Dear Varsha,
Here's how matrix structure works in reporting. You report to your boss for the entire gamut of activities. However, you report to specific authority for the responsibilities and tasks connected to their department , under their purview.
Talking to the top boss, might seem as if you are escalating others . The software will help it figuratively , its implementation will take time as human emotions are placid.
You have already identified and balanced it to an extent. Continue setting the boundaries to ensure right decision making.
From India, Mumbai
Here's how matrix structure works in reporting. You report to your boss for the entire gamut of activities. However, you report to specific authority for the responsibilities and tasks connected to their department , under their purview.
Talking to the top boss, might seem as if you are escalating others . The software will help it figuratively , its implementation will take time as human emotions are placid.
You have already identified and balanced it to an extent. Continue setting the boundaries to ensure right decision making.
From India, Mumbai
Another issue is that, we lack professionalism while implementing any new changes. All might habitual of casual work style here. So to let employee as well as management behave in structured, professional manner is a big challenge. All do understand the need of structured procedure but at the time of working/ doing, all fails.
From India, Pune
From India, Pune
In that case , you might need to ad lib or improvise to maintain the balance while reporting of concerns to the authorities.
If they have made an effort to implement a reporting software, it means deep down somewhere everyone wants order, only when its their way.
Comply with the standards set , but remain sensitive. Don't see the deviations as non-adherence , but pure human interventions.
There is no 'take a pill and cure the headache', formula to this. Drawing certain personal boundaries while addressing what is sensitive to others holds the key. Wish you all the best!
From India, Mumbai
If they have made an effort to implement a reporting software, it means deep down somewhere everyone wants order, only when its their way.
Comply with the standards set , but remain sensitive. Don't see the deviations as non-adherence , but pure human interventions.
There is no 'take a pill and cure the headache', formula to this. Drawing certain personal boundaries while addressing what is sensitive to others holds the key. Wish you all the best!
From India, Mumbai
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