Concepts of Competencies to the Jobs Essay

1.How applicable are the concepts of competencies to the jobs in a chicken-processing plant?1.How relevant are the concepts of competencies to the jobs in a chicken-processing plant? hirsagar had been with Horizon for over twenty years. Starting off as a substitute mill-hand in the paint shop at one(a) of the familiaritys manufacturing facilities, he had been made permanent on the job five years later. He had no formal education. He felt this was a handicap, but he made up for it with a willingness to learn and a certain exuberance on the job. He was soon marked by the works theatre director as someone to watch out for. Simultaneously, Kshirsagar also came to the attention of the chairwoman of the Horizon Employees Union who drafted him into sum activities. Even while he got promoted twice during the period to become the head colour mixer last year, Kshirsagar had little by little moved up the union hierarchy and had been thrice elected secretary of the union. Labour- steer ing relations at Horizon were not always cordial.This was largely because the company had not been recording a consistently good performance. There were general cuts in production every year because of go-slows and strikes by workmenmost of them tie in to wage hikes and bonus payments. With a view to ensuring a better dread on the part of labour, the problems of company management, the Horizon menu, led by chairperson and managing director Aninash Chaturvedi, began to toy with idea of taking on a artificer on the board. What started off as a hesitant move snowballed, later on a series of brainstorming sessions with executives and meetings with the union leaders, into a situation in which Kshirsagar found himself catapulted to the Horizon board as work-man-director. It was an untested ground for the company. tho the novelty of it all excited both the management and the labour force. The board membersall functional heads went out of their way to make Kshirsagar comfortable and the last mentioned also responded quite well. He got used to the ambience of the boardroom and the mind of power it conveyed. Significantly, he was soon at home with the perspectives of top management and began to see each issue from both sides. It was smooth going until the union presented a week before the monthly board meeting, its charter of demands, one of which was a 30 per cent across-the board hike in wages.