1.2 Case study: Panasonic Semiconductor
1.2.1 Panasonic Semiconductor background
Panasonic Semiconductor Solutions Co., Ltd. (PSCS) operates in three business areas including manufacturing of semiconductor device, Electronic Components, and Foundry & Outsource Assembly and Test (OSAT) business. It was formerly known as Matsushita Electronic Corp (joint company of Matsushita Electric Industrial Co., Ltd and Philips) and changed its name to Panasonic Semiconductor Solutions Co., Ltd. in June, 2014. The Nagaokakyo (Japan) based company was found in 1952 and has seven subsidiaries (three in japan and four overseas).
This PMA work is based on the study of Panasonic Industrial Devices Semiconductor Asia (PIDSCA), a wholly owned subsidiary of PSCS based in Singapore. It takes care of PSCS OSAT business and PSCS headquarters (HQ) functions.
1.2.2 Future business strategy and corresponding HR issues and challenges.
The survival of a
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As shown in figure 1, only 30% of staff have quality management experience. The two staff more experienced in OSAT management are new to the organization and haven’t adapted well due to the strong company culture. Lack of the experience and standards procedure as well as internal miscommunication, create confusion for OSAT and tension inside the internal team. QE team is also facing the low autonomy similar to PNC. The frequent changes in management decision always cause confusions and slow decision making. These badly affect team morale and performance.
Figure 5:QE DEPARTMENT KNOWLEDGE BREAKDOWN (SOURCE: STAFF INTERVIEW)
Furthermore, most PIDSCA staff are English educated and only a few can speak Japanese, likewise only a few PSCS HQ staff can understand English. The language barrier makes the communications more difficult between PIDSCA and PSCS HQ.
Area Issues
Management Old-fashioned management style
Lack of clear instruction
Communication channel barrier
QE Lack of relevant
One of the main issue was the lack of communication and understanding between the key decision makers and IT team. These two parties were very disconnected in
In addition, the paper also examines the department’s current strategic plan and assesses its chances of success.
Internal Factors External Factors Strengths Opportunities Technology: ● Functional benefits of SSL ● Significant economic and environmental advantages of using SSL ● Strong intellectual property portfolio Competitive Advantages: ● Pioneering in full-spectrum SSL technology with patents. ● Outsourcing all of its manufacturing to the companies in the United States and China, Operational Capabilities: ● Overcoming the financial challenge with a restructuring cost of nearly $3.9 million. Favorable Market Conditions: ● The total LED segment had increased at a rate of 11 percent over the previous seven years to almost $2.3 billion in 1999. ● High-brightness LEDs had a market size of $680 million in 1999 with a projection of continued growth to nearly
Performance objectives? Strategies? Action Steps for
It is widely recognized by the customers for introducing a variety of innovative and high-quality products to the market while the competitors could not do the same. “During this period of time, the company grew at a very fast rate and expanded its market to Europe, Asia, and Latin America” (dynacorp case study). However, Dynacorp’s glory did not last long. The company started to face many problems while its competitors began to close the technology gap and gained back the
These policies and procedures must follow laws, rules, and regulations that include, but are not limited to equal opportunity employment, recruiting, hiring, firing, discrimination, sexual harassment, salaries, wages, safety, and discipline. When these areas are addressed through policies and procedures, not only will the organization run smoothly, but will also improve communication, improve production, and curb legal issues through following laws of employment (HRlineup, 2022). No longer seen as the people in the back office, human resource professionals bridge the gap between employee and employer. When creating a strategy, Target Corporation must consult human resource professionals that understand the business, how the business operates, and situations that drive the organization (Losey, Meisinger, & Ulrich, 2005). Regardless of the size of an organization, the standardization established in policies and procedures ensure that that the organization is going in the right direction.
Staff members need to have a deliberate, conscious effort made by the leaders to convey this information carefully. The diverse and increasing workforce at any organization is often shown that the information they thought was communicated to the team was correctly given, but in reality, it was interpreted differently than intended (Wickford, 2016). Unfortunately, the leader is not aware of this until significant issues start to arise. Communications issues are when management sees no value whatsoever in communicating with staff, believing they should remain quiet and do what is expected of
We believe our purpose statement will help motivate our employees and help to provide trust amongst our employees as the statement informs them that we are committed to their safety and wellbeing. Strategic changes must be implemented to ensure that the Human Resources Department does its part to ensure that the company’s goal of doubling sales in the next fiscal year is reached. In order to fulfill The Atha Corporation’s restructuring needs the human resources functional area goal is to: hire and train employees, reconfigure company policies, and distribute new job responsibilities. Implementing new human resource policies and practices will allow new and old employees to show understanding of the department 's vision, mission, values; and a strong commitment to our company (Guide, 1996). The consolidation and reorganization of the Human Resources department is sure to display The Atha Corporation’s greatest asset: human capital.
If a individual feels unwell but they are worried about finding out what is wrong. ●Cultural barriers-Include difference in the interpretation of word meanings in diferent cultures even though they mey be using a common language . ●Organizations barriers -Can be directly attributed to poor operational practices . ●Linguistic barriers – Include jargon and acronyms that mean different things to different grups . ● Interpersonal barriers-Include the meny nonverbal signals that can easly be misinterpreted.
OB Team Project Team 5 HOW LG ELECTRONICS – R&D DEPARTMENT COPE WITH CHANGES IN VIETNAM SMARTPHONE MARKET I. General Information about LG In 1958, LG Electronics was founded as GoldStar. LG Electronics produced South Korea 's first radios, TVs, refrigerators, washing machines, and air conditioners. Gold Star was one of the LG groups with a brethren company, Lak-Hui (pronounced "Lucky") Chemical Industrial Corp. which is now LG Chem and LG Households.
Porters Five Forces Analysis: Samsung Electronics Introduction Samsung Electronics focuses in three specific areas; Consumer Electronics, IT & Mobile Communications and Device Solution. Porter’s Five Forces model has been used to analyse Samsung Electronics competitive position within the global market they operate in. By using this model, an evaluation of their current position will highlight which of the five forces are “affecting the intensity of competition in an industry and its profitability level” (Jurevicius, 2013). Nevertheless, when conducting analysis on an international company such as this, studying of market trends is already carried out thoroughly to ensure that they are fully aware of that market, in order to achieve success and maintain within it. With this in mind, it would be considered that Samsung Electronics would have a relatively good competitive advantage against other rival companies.
Simply having the right capacity in place to match the development of the company may be the biggest risk Wal-Mart faces. Wal-Mart hires antagonistically from more than 100 universities and targets the colleges with Retail Institutes. People have always been the company’s best asset. Their idea at Wal-Mart is to hire the best, provide the best training and to be the greatest place to work. Strategy 7: How does HR align every functional part with service?
In a company Human Resource is a very important part of the strategic plan. The HR department is the go-to when a company decides how to approach a problem or gain Ideas. If there needs to be hiring, the HR department will take care of it. They will provide the proper training and tools to achieve the organizations goals. There must be a strategic plan put in place that way everyone is on the same page internally within the company to be successful outside of the company.
With an array of new challenges and responsibilities to tackle, inexperienced managers often need suitable training to understand their roles and responsibilities. This course will train managers in critical skills required for planning, supervising, and communicating effectively. For a manager to reach out to the employees efficiently, it is vital to be aware of the various channels of communication. This course will guide you through the various barriers to effective communication and suggest solutions to overcome them.
7.) Which problem have you faced in the management is the most