Group-3

Kavita Patil
Risha Agrawal
Hrangbung Darthang Anal
Neha Sheenam Black &
Monica Syal Decker
Krishnakant Sarda Maheshwari
Eastern Hemisphere and ADP
Mansi Agrawal initiative
Timeline

– 1910 -- The beginning.

– 1917 -- The first factory was opened in Towson, Maryland.
– 1922 -- Border Crossing. First international subsidiary in Canada.
– 1924 -- New HQ in Towson.
– 1928 -- First acquisition. UK subsidiary established.
– 1929 -- Australia established.
– 1936 -- Common stock begins trading on the New York Stock Exchange.
– 1943 -- Received the Army-Navy "E" Award for production, one of four World War II
citations awarded to the company.
– 1951 -- Alonzo G. Decker, Sr. becomes president.
 Continued

– 1956 -- Robert D. Black as president.

– 1960 -- Welcoming DeWALT
– 1964 -- Alonzo G. Decker, Jr was named CEO
– 1973 -- WORKMATE showed up.
– 1979 -- DUSTBUSTER
– 1984 -- Appliance acquisition.
– 1985 -- PIRANHA unleashed.
– 1986 -- Nolan D. Archibald is named chief executive officer.
– 1989 -- EMHART acquisition.
Nolan Archibald

– Black & Decker's Chairman President and CEO since 1986

– 1993, The International Group was split into Latin America and the Eastern
Hemisphere
– Eastern Hemisphere's HQ was moved to Singapore
– Market share in Asia was a weak NO. 5
Bill Lancaster

– 1995, Bill Lancaster was appointed President of Black and Decker Eastern
Hemisphere
– First arrived in Singapore, he started with members of the Eastern Hemisphere's
MAC (Management Advisory Council)
– Started with new MBO program due to lack of managers of their own
MBO Program

–Late 1980s, half of the Fortune 500 companies were using MBO-type systems.
–MBO, management by objectives:
–Superiors would meet individually with each subordinate to
discuss their performance
–Jointly establish clear and comprehensive objectives for the subordinate for
the coming year
–Managers were encouraged to have at least one interim meeting with
subordinates during the year to review progress and provide coaching
–Not used for joint goal setting only as a simple performance evaluation instrument in Eastern
Hemisphere
ADP, Appraisal Development 
Plan
First introduced in the U.S. in 1992. ADP, appraisal development plan, involves 6 steps
1. Input 3-6 peer's evaluation
2. Input 3-6 subordinates evaluation
3. Self-review
4. Evaluation based on 14 performance dimension as follows,
5. The manager and employee meet together and agreed by each other to finish
evaluation context
6. Written objectives and plans were summarized in a separate short form including
comments from the employee, manager, manager's boss and files are kept in local
HR office
Asians manager concern about ADP

❖ Asians might not willingly open up the way Americans do

❖ They might not give critical feedback about their bosses
❖ No matter what the boss says about the feedback being anonymous Asians
might not believe it
❖ Changes from MBO to ADP is quite radical and Asians would not support
radical changes of this nature
❖ Linguistic and cultural barriers in relation to how Asians compete with each
other and their relation with the boss
ADP acceptance in the U.S.

–Lancaster: big expectations

–Feedback -> Real value
–ADP “tool to develop people”, build teams
–Valuable peers review (vs. managers)
–Develop leaders
–Not popular manager: bad feedback
–Copious collecting and processing
–No payback for a good ADP execution
ADP in Eastern Hemisphere
–Lim: opposed
–Feedback on boss: not straight
–Confidentiality not trusted
–From MBO to ADP: too radical
–Seng (HR): manager’s rigid point of view
–Translation issue: words vs. meaning
–Ang (com. director): transparency
on career expectations
–Ip: developmental opportunities in
China
–Salamat: Feedback (Japan) pay
raise
–Question boss: lose-lose situation
–Criticize boss allies = criticize the
boss
ADP Hybrid proposed
 Lancaster’s take concerning the ADP 
initiative in the Eastern Hemisphere 
Organization
1. To wait
– if he waits to implement ADP he is allowing Eastern Hemisphere to sink further into low
productivity and hence low profitability
2. To implement ADP fully
– if Lancaster implements the new ADP process fully he faces cultural and other challenges
3. To go with Lim’s recommendation and apply partially ADP model
– it is advise to go with this hybrid model because by following this part Lancaster will be
taking a calculated risk. This might slow down the recovery process but on the other
hand he is taking initiatives for the much needed recovery process
Thank You