Trident Chemicals Limited is the producer of chemicals with a diversified product portfolio. It is a company based out of India and has a presence in over ten countries. In 2008, it acquired Noble Chemicals’ production factory in a strategic move. Due to various economic factors, some workers are required to transfer from one facility to another but workers are not ready to accept that. Because of the transfer, revision of their wages and other incentives will no more be considered. The company’s new VP (HR) has been given the responsibility for smooth transfers. The assignment here tries to identify the issues are the most important for the company and how these issues are related to the theoretical aspects of the human resources. With liberalisation …show more content…
In the past, the MD, with his towering presence and proximity, was always available for clarification and direction and played a crucial role in issues related to discipline. New arrangement created lots of ambiguity due to communication distance between the local operations and headquarter. All this resulted in slow decision making, across all the functional levels due to hierarchy and bureaucracy. Workers felt low accountability and power due to the concentration of all the power at the unit level. This led to some disciplinary issues as well. People were mainly concerned with the incentive policy and uniformity of facilities for employees of all the units. The noble chemical was a relatively smaller group than trident chemicals and further, people have assured the continuation of previous benefits so they accepted the acquisition. Trident group management also promised no layoffs. There was a lack of communication between the management and workers which resulted in a delayed process of decision making. Changes in systems like accounting systems aggravated the situation for suppliers by delayed …show more content…
The company was facing lots of issues because of structural changes post acquisition. Dual reporting to the functional head and the location-head created ambiguity. After acquisition all the policies and role were changed. Employees who used to enjoy proximity with the management before had no communication post acquisition. The corporate office of Trident chemicals decided the policies and HR practices for all. Employees from Noble were not involved in decision-making. There was lack of necessary decentralisation. Differentiation helps in developing core competence to give the organisations competitive
Sincerely, Team Odyssey Exhibit 1 – Options Areas of Concern Option 1 Option 2 Option 3 Financial Aspect Net loss of $2M – one time cost. Increase in annual cashflow: $4.9M to 5.6M; one time transferring cost of $25M Cost of upgrading,tool maintenance - $2M loss. On going performance lag on company - $4.64M Capital Intensive – Need $32M for building the new plant. Increase in annual cash flows : $3M Operational Aspect Products are transferred from job shop environment to batch shop.
Abstract The paper reviews the organizational chart and stakeholders relationships for Sheppard Pratt Health Systems. The organizational chart for each health care organization is different depending on the size and services offer by that organization. Most organizational charts begin with either a board of trustees or the CEO. Stakeholders are anyone who has vested interest in an organization.
Virgin Australia’s has a decentralised system. There is a free flow of communication. Therefore, problems arising within the organisation get their solution coming from within the organisation somewhere. In fact, the employees are provided with the authority to make unsupervised decisions based on their intuition rather than following a chain of command. This leads to the employees having more confidence in them and in the management.
In the company photograph of the 130th Chemical Company the three friends are pictured sitting together shoulder to shoulder, just as they joined the Army together, trained together, and stationed together in London, where on July 3, 1944, died together. Prior to their enlistment in the Army, Robert H. Cook, Philip J. Conley, and Chester R. Peterson were close friends while living in Portland. The three friends left for training together in January 1943, and were assigned to the 130th Chemical Processing Company at Camp Sibert, Alabama.
Annotated Bibliography THESIS STATEMENT: Hospitals should improve staff allocation as it can be detrimental to not only patients but also employee 's work performance and health, hospitals need to hire additional staff or better manage their current employees. Todaro-Franceschi, V. (2013). Compassion Fatigue and Burnout in Nursing:
Another external risk is a lost of a supply chain which is result in late or missed deliveries of inventory. A manufacturer of a product may discontinue making a popular item or cease business operations all together. Target can monitor external market conditions of its manufacturers however they cannot control their cash flows or business operations. Target should analyze and identify the potential consequences to potential risk situations (Popescu, Gherghinescu, & Ionete,
Whereas other changes limited the impute of employees that should have been given more control. Hence Herold’s lack of understanding made the employees feel uncertain about their responsibilities and what they were supposed to do to contribute to the growth of the company that lead to the major failure in
Barclays has seen a change of management more in the last five years as compared to its competitors. In this aspect of management change, it is hard to grow a culture in an organization. Each manager that comes wants to leave a legacy and will, therefore, employ their strategies overtime they are appointed instead of building on existing
Therefore, management is important and very much needed. The Authoritarian, Democratic, and Laissez management style are all different and all effective depending on the situation. If one style or approach is not successful when resolving and issue, another style is available to eliminate a hostile situation from
However, both of these conditions are quite difficult to achieve in the workplace. The implications of this research in the real world are evident and plenty. This research provides a general framework for how businesses and groups should operate. Instituting a hierarchy is an essential step to an organized and efficient firm. Based on the results and conclusion of this article, the researchers took the initiative of supplying more advice on effective business managing that had been extrapolated from their data.
Mary Parker Follet recommends that the goals for the employers and workers should be the compatible (Lester & Parnell, 2006). In terms of integration of goals, I think that the actual CEO of the organization should have considered the fact the many other departments were going to be affected by reducing operational costs, instead of just focusing in making a profit. The reason why an organization makes profits in largely determined by the workforce, that makes it happen. When the chief executive only is focused on the organizations interest and not all the parties involved, it gives the organization a bad reputation, and as a consequence of a bad reputation, that organization can lose very valuable asset because of the decisions made from
INTRODUCTION Human resource management is the strategic approach to the management of an organization 's most valued assets - the people working there who individually and collectively contribute to the achievement of the goals of the business (Armstrong, M., 2006). In other words, human resource management is a to work with employees, and for the employees, to help them solve their problems. Therefore, human resource is a complicate department, as they deal with people who already work there, they also deal with several issues which happen among new employees, such as recruitment, selection and so on. Nowadays, employee retention becomes one of the most significant issue in the organizations, and managers are aiming to find the best employees
As a result of the events of Dremliner, Boeing has improved their supply chain management process by incorporating continuous improvement strategies and implementing ways to encourage open lines of communication amongst their supply base. Boeing 's supply chain management places emphasis on on-time deliveries and streamlining common standard processes across their suppliers. Boeing has developed several tool to not only monitor and audit the best practices and overall performance of the supplier, but aid in collaborative communication amongst their entire supply base.
Further General Managers, Department Managers, Supervisors and associates
The use of communication and unity are the key characteristics for a well- run organization. This reenterates the statement made by O’Toole and _____ involvement from managers enforces subordinates to move forward in a more suitable manner. Consequently organizational structure is necessary for a well implemented