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Universal Manufacturers Group Case Study

1959 Words8 Pages

MBA7000 Case Study: ‘Transformation at the Universal Manufacturers Group [UMG]’

Tony Robbins stated, “By changing nothing, nothing changes.” Universal Manufacturers Group (UMG), one of the leading UK based global consumer product group, came up with an idea of merging all 3 businesses, food, home and personal care (in the last 6 months), more recently added with the global operations managed under single roof in Reading, Berkshire. As per Helen Smithers, Director of Human Resources, Off course, this transformation across the UMG have been result of strategic ideas of top management professionals which was supposed to bring all sort of positives and negative impact on associated employees and other related units such as HR, Admin. This “One …show more content…

After the lay offs, remaining were the highly skilled employees and top managers expected to play a bigger role with utmost seriousness and huge responsibilities to enable a smooth transition of this change. Thereby, as stated by Schein all previously perceived assumptions were ruled out by bringing all 3 major sectors under one hand of Schindler and one campus. Referring to three stages Human resource Management models which have been refined from 3 basic strategic concepts strategy formulation, implementation and evaluation. There is a strong inter-linkages in this dynamic model which have been observed very well in UKUMG group. With the recent drastic developments in UMG, all three stages have their own indespensible role ,which was indeed transitioned by the top and key HR professionals associated by UKUMG group. UKUMG needed a human resource force as an indespensible asset which could enable the existing workforce to sustain with the global …show more content…

The associated Human resources practices vary as per the strategy. Brockbank (1999) described a concept two way vertical fit as strategically proactive HR approach which counts on inculcating a culture change, this can further lead to more strengthening of employee and manager relations. Mergers can be recognized as not only a structural conversion but also growth in organisational’s versatility to adapt itself to a bigger change.All these practices needs to be critically and minutely tracked as per current market trend keeping in mind all possible risk factors.Change management teams contantly track and record such developments.Keeping the market developments,changes needs to be incorporated proactively with the cause and effect analysis.Also when new ideas are introduced,innovation takes place.This was much expected to UKUMG group prior to the change. Perhaps, there were some bigger challenges of proper talent management

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