From the advantages that were discussed in the previous paragraph, it shows that the organization where collective leadership exists consist of different workers that specialize in different fields. When those different roles combine, they ensure the success of the organization just like in the town planning of construction site where there is engineer that ensure that proper equipment is being used and draw the whole plan that is wanted by the client. There is also marketing director who is responsible in making the budgets and meet the budget projections, they also create new ideas to keep the shareholders happy and attract new clients. Human resources department is responsible to assist managers with employee-related concerns (Bernard et al, 2001:544). When looking at the tasks in construction site/ town planning it is impossible for one person to complete them alone, this shows that different roles must come together.
Career bands provided employees to be rewarded for current performance and career growth. To support the new compensation system, the performance management system was developed. The system used performance goals that were tied to business strategies and objectives. So this system can work properly there were managerial training. The managerial training was key so managers could use the system effectively so they can tell the employees the importance of performance and its links to compensation.
By developing technologies and services, employees represent now most of the company 's value. To motivate employees to work more closely to company interests, the existing of trust is very important. Same level of trust needs to be created with the external environment with which the company communicate or deal with. Thus the company get daily in contact with existing customer, for whom it must design loyalty based offers to keep old customers, and new promotions to attract new clients. A direct relationship and based on the trust of suppliers is a strength in business growth.
Several researches show that organization's culture is the main key for employee's commitment and loyalty (Gambrel, P.A. & Cianci, R. 2003). From this point, Aramco built friendly work environment for its employees. Aramco's internal job mobility structure allows employees to move and change position within the company (Bhatnagar, M. 2015). It follows the flexible job strategy which allows the employees to transfer to another department within the company whenever they discovered that their internal skills close
The personnel information and salary increase matrices are recorded in the CHORUS database. In addition, Michelin Turkey manages the payroll management and salary payments of the managers that come to work in Michelin Turkey within the context of exchange programs that are implemented for managers. Hence, it is aimed to ensure a global perspective to the local structure by benefiting from the technical knowledge and expertise of the managers. Similarly, there are employees who are sent to work abroad as they are employees come to work here. Human Resources Department organizes the trainings to the sales representatives that are newly hired.
The new competitive strategy of Air National is to prioritize their high-quality customer service and re-engineered the company. In order to support the new competitive strategy, the company conduct a series of customer service training seminars and invested in training and development for employees. This kind of HR practices can improve employees knowledge on customer service integrate with employee’s existing skills and experience to sublimate into a desired standard customer service when they serve customers. Also, as Air National trying to re-engineered the company, the HR director of AN stated that the new approach is to emphasize their manager to give up control as their employees is to improve their job performance. Those middle managers from being hierarchical to collegial stared to sharing power with subordinate, confer and seek consensus from them during certain decision-making.
Knowledge management in BP began informally in 1994 as a program called virtual work team oriented to share experiences. After a strong restructuring, management decided to support the program. Recommendation for improvement of Knowledge management The first recommendation for this organization would be the integration of community practice. The communities of practice as a model for knowledge management are very helpful when sharing and generating knowledge in a more organized and in turn facilitate the interaction of each of the people belonging to that social group (Fahey 2010, p.115). Another recommendation would be to increase the performance of the business.
According to (Hudson, 2004), Scorecard was used by the Philips management as a pointer to promote continuous improvement worldwide. The company has realized the success factor of implementing a scorecard framework as it helps their employees to evaluate the situation and improve upon it in. There are a few disadvantages to using balance scorecard to define business goals. Many companies admit that scorecards method is costly and time consuming. Correct use of the tool requires a thorough understanding of the process and, unless someone in the organization has experience with it, may involve the use of an outside consultant to help with the process.
These applications are carefully reviewed and maintained in a job bank for future requirements. Further executive search firms are playing major role for the recruitment of Toyota. Especially key positions are recruited through executive search firms. Because of the extensive competition of the job market, this method is very important for Toyota. Public employment agencies are also important for the recruitment process of Toyota.
This part might be given by inner coaches or tutors and, progressively, by expert professional coaches. Coaching and mentoring programs for the most part turn out to be famous amongst workers as honing accomplishes a harmony between satisfying organisational objectives and goals whilst checking the self-improvement needs of individual representatives. It is a two-path relationship with both the organisation and the employee increasing huge advantages. IKEA left on a voyage to outfit its novel corporate society and management style, at last to drive its business execution. To do this they needed to furnish their managers with execution management guiding abilities to supplement the current management style and extend the arrangement of management and leadership skills.