Wait a second!
More handpicked essays just for you.
More handpicked essays just for you.
Four approaches to staffing
Four approaches to staffing
Don’t take our word for it - see why 10 million students trust us with their essay needs.
Recommended: Four approaches to staffing
The European Building Materials Company (EBMC) utilizes a highly decentralized human resource approach. As such, the decision-making authority is moved to the lower tiers of the organization leaving very little to the small human resource staff at the head quarter. However, the organization should consider changing the approach to a centralized one. This would mean that most of the decisions would be made by the higher level of the organization’s hierarchy and as a result the organization would enjoy various improvements which include: Uniformity The centralized approach of management will bring uniformity in the company’s way of conducting business. This is because there are fewer centers of power unlike in the decentralized approach where different subsidiaries made their own independent decisions. With a centralized approach the organization can be able to create uniform and well defined policies which are to guide all the undertaking of all the branches. Thus, all the employees and staff members will be following the same guide lines all over the branches (Sinat, 2011). Decision making A centralized decision making would assist a lot to make quick decisions in the organization. This is because when a decision is made, there won’t be objections from other sources of power. For instance when the organization decides to acquire a new distributor in another country, the decision of hiring will come directly from the head office and hence there won’t be time consuming objections from the subsidiaries. This is boosted by the fact that when the central decision making organs decides on something there won’t be contradicting opinions from the organization (Sinat, 2011). Marketing It is paramount for the organization to hav... ... middle of paper ... ...ml#axzz1Vqlwts1Z Scribdi, (2008). Recruitment and Selection. Retrieved from: http://www.scribd.com/doc/3304161/IHRMRecruitment-Selection US Legal.com, (2011). Polycentric Staffing Law $ Legal Definition. Retrieved from: http://definitions.uslegal.com/p/polycentric-staffing/ Werner Steve & Gomez-Mejia Luis R, (2008). Global Compensation. Retrieved from: http://iese.academia.edu/berrone/Books/101418/Global_compensation._Foundations_and_perspectives Win America, (2011). Benefits of Repatriation. Retrieved from: http://www.winamericacampaign.org/2011/06/13/altmire-santorum-discuss-benefits-repatriation/ World Data Learning Commercial. Staffing Philosopher for Global Operation. Retrieved from: http://www.businessmanagementclassonline.com/businessmanagement-251-developing-a-global-management-cadre-staffing-philosophies-for-global-operations.html
Top management decides the degree of centralization by picking and choosing who will be focus more on who they want to push to get the job done. If they focus more on the lower crew members, while centralizing will have them focused on the upper brass of the corporate company.
In today’s fast-paced, highly-competitive global marketplace, many companies are embracing the less cumbersome and more flexible decentralized human resource approach. However, there are advantages to centralization and some business professionals point out that in the global marketplace:
The Company observes the practice of decentralization where the responsibility and authority in all decision-making for the divisions’ operations lie in its respective division managers, except those relating to overall company policy.
Each plant comprises a number of small; multi-skilled; flexible; collaborative and self-managed teams instead of functional departments with specialised functions (e.g. legal, finance or human resources etc as in a conventional system). These teams have the decision-making power over all plant-specific business functions including capital allocation, expenditures, strategic planning and plant design. This bottom-up decision making process emphasises the trust the company places in its employees and is very effective in decentralizing the power base, consequently, involving every employee in being responsible for the performance of the company not just the CEO.
The purpose of this essay is analyze the case of IKEA, which has involved in the HR management. Meanwhile, choose two topics to identify the IKEA current situation, including training and development and cross-cultural management. From those two points, give some forward suggestions on the IKEA HR management practice.
Moreover, the company has placed great significance on open and honest communications with the employees on many levels. Even more, leadership expected a plan that would utilize all human assets in a way that would support the organization’s attitude in servicing customers and employees. As such, they found it important to centralize the staffing initiative in order to maintain the unique corporate culture created in the beginning. Every one of these strategies would be focused on centralizing staffing, brining in the best possible employees, and retaining each on a high
Organizational structure can be defined as the “formal arrangement of jobs within an organization” (Robbins & Coulter, 2009, p. 185). Having a defined and unified structure helps employees work more efficiently. Jacques Kemp, former CEO of ING Insurance Asia/Pacific, realized this need early on in his role. The company had been performing well and recently acquired another insurance company to become “one of the largest life insurance companies in Asia-Pacific” (Schotter, 2006, p. 4). However, Kemp’s proactive personality led him to seek out ways to achieve more efficient coordination between the regional office and business units (Robbins & Coulter, 2009). Kemp noticed that “most business unit managers did not even know the current corporate standards” and he began searching for a way to manage the managers (Schotter, 2006, p. 5). ING Insurance Asia/Pacific’s organizational structure was mechanistic and fairly well structured, but for a company that had recently been involved in a major acquisition and was divided across 12 geographically dispersed markets there was a great need to tweak this structure to unify the company (Schotter, 2006). If I had been in Kemp’s position as CEO, I would have made modifications to the organizational chain of command, formalized business processes, and used technology to stimulate collaboration amongst the region to help this company overcome organizational design challenges.
Ulrich, D., Younger, J., and Brockbank, W. 2008. “The twenty-first century HR organization.” Human Resource Management, 47, pp.829-850.
In this paper we have chosen to explore Procter and Gamble (P&G), a multinational corporation which has lead the way in creating one of the best human resource management systems to date. By using P&G, we are seeking to provide an example of how current multinational companies make decisions to manage their human resources (HR) activities, in search of effective management of their HR costs and in search of professional HR management.
The structure of management is hierarchical where decisions are made by the top management and passed down to the other managers and departmental heads. The objectives set are to enable one accomplish a specific goal. In traditional management authority and power are demonstrated in the way decisions are made, and the employees are internally motivated to achieve and to advance in their career. The authority is maintained and exercised through a command as well as a control style. Goals and also objectives aim at sales, policy, profits and the output of the organization (Whitman, Mattord, 1997). Traditional management cannot be practiced by an organization that wants to keep up with global competition. Challenges within the business environment have prompted the organization to change from the traditional management to a flexible
Organizational structure within an organization is a critical component of the day to day operations of a business. An organization benefits from organizational structure as a result of all it encompasses. It is used to define how tasks are divided, grouped and coordinated. Six elements should be addressed during the design of the organization’s structure: work specialization, departmentalization, chain of command, spans of control, centralization and decentralization. These components are a direct reflection of the organization’s culture, power and politics.
According to Max Weber, bureaucracy is the most efficient and most rational known means of exercising authority over human beings (Weber, p223). Further it is reliable, precise and stable, these are all terms that are desired for large complex organizations that need to control vast amounts of employees. Bureaucracy is based on legitimate authority, those that are being controlled by others; accept oppression as part of the work along. There are several characteristics that mold a particular organization into following the bureaucracy model, such as, rules, hierarchy, salaried careers, written documents and appointment. These characteristics serve as a guideline, or an owner's manual of sorts that has a preconceived effect for each cause with the organization. Even if bureaucracy is working to its full capacity within an organization, there can be times when is no longer efficient to use alone. Bureaucracy is still used within organization but usually in conjunction with an alternative.
Similarly in Weber’s bureaucratic approach, organizations are divided into different echelons with each varying in its degrees of influence. Each unit being commanded by the one above it, a system that promotes stability and has a predictable line of communication. Both approaches of management rely heavily on regulated control. Whether governing task scientifically of people authoritatively. A solid form of control is mus...
This paper is about leading people through a management system called Human Resource (HR), that does more than payroll, design training, and avoiding lawsuits. It provides essential components that will ensure that human talent is used effectively and efficiently to accomplish organizational goals. It is a case study of the Rio Tinto company 's Human Resources global approach after a significant downsizing in 2008.
There will be a manger who is in charge of the stores’ profitability and the overall cooperation of all functions within the region like making sure every stores sells the same collection of clothing. By using matrix, managements not only organize their work more flexible with lower costs, but also improving communication and coordination across the countries. However, the matrix structure violates the unity of command principle as each employee reports to at least two or more managers. Next, high degree of centralization is exercised in H&M. Centralization is the concentration of authority for making most decisions at the top levels of the organization. In this instance, the head office in Sweden are in charge of establishing the code of ethics, internal policies, and manuals. Important decisions that are strongly related to the company’s profits are also made by the top management. Nonetheless, H&M has a decentralized system. For example, there are 32 production teams that handle