Great Fitness

Fenix-European management

Introduction

The case study focuses on the globalization of a company German based Detec called. He has acquired a new plant in France, called Fenix in a subsidiary and the second relates to the manufacture of semiconductors. There are many challenges that this new acquisition of the company in particular as regards the cultural differences between expatriates and employees premises. The Department of Human Resources, Finance and R & D also put a strain on managers and their employees. (Harold, 2003)

Problems for European Human Resource Management in the Case Study

Internationalization of the firm presented Detec challenges in the field of human resource management. Fist of all, communication is ineffective and inefficient between the parent and the French subsidiary. Most documents are sent to France in German, which poses serious problems for local employees. The issue is highlighted by the French Human Resource Manager. Sending documents in a language that could hardly be understood by local people, DETEC could not communicate their needs so appropriate to the subsidiary. This implies that decisions taken in the siege had to be slowed or made prematurely since correspondence was poor. The case has been accelerated by the lack of consideration of the delay between the expansion of the Company and the language for communication by the parent company. Headquarters came to most employees in French class in German, it would be unrealistic to expect these same people have learned the language within a short time.

Of human resources has also faced the problem of coordination between the two companies. Rodier, who happens to be the director of human resources to help expatriates in their new role within the subsidiary. To do this, he had to enforce the company policy in this area. But the central office coordinates its efforts not good because they had not provided the resources to facilitate this task. Even after highlighting the problem of DETEC, little has been done to improve the situation. Most of the time he met difficulties in trying to understand the manuals translated into it on human resources because they were all written in a language that did not understand. Problems Consequently, there are serious when it came to cooperation between headquarters and Fenix. (Norbert, 1967)

Coordination It also lacked when it comes to decision making within the Company. Most employees Fenix felt there was too much bureaucracy within the organization. Very little has been decided internally. Major decisions were made by the central office, after passing through an office Financial Head Quarter. Most employees felt that it took too long.

The staff also lacked motivation because that most of them were young and promising. They needed to see that there are opportunities within the organization for the promotion. This factor has not been very prominent in Fenix because both management positions had already been introduced by German nationals. Most local employees feel intimidated by this problem. Besides, they also felt that the future does little for them within one two years. Some of them felt that the promotion was highly unlikely in this society since they are rarely in contact with their supervisors. Some of them felt overwhelmed by the Company's global nature. All these factors have led to low motivation among local members of staff. (Handy, 1999)

Recruitment was also another problem facing the human resources department. Some services now known high turnover. An example is the case of the Business Analysis headed by Carlos Jimenez, a Colombian. His department only accepted employees for periods of less than one year. This meant that the company had to spend enormous sums in recruiting and training new staff. In addition to this, most members felt that Carlos did not have the appropriate leadership qualities. Consequently, they had to work long hours and have generally felt that his department has been mismanaged. (Hyde, 2004)

Carlos 'Problems and possible solutions

First, Carlos has a different culture of the French and German. It is a Colombian what is the problem to him because he chose to stick to its own means, rather than interacting with people and fit in their culture. This way, Carlos is detached from his team and very little is done.

Carlos lack of adequate leadership skills. It seems unable to communicate with staff and therefore, employees are not working at their best. This lack of effective communication skills motivation as most employees leave when they can and let them do their work. An effective leader must be able to delegate rather than to all the work himself.

Carlos also seems to lack the capacity to appreciate its workers. Therefore, these workers feel demotivated. Even if Carlos values of work for long hours as a trait very important, it should not be the most important one. Most members of his team are already working for long hours as it is and yet it does not seem to notice. Besides, they argue that its test is recommended as unjust. (Recommendations are made by supervisors and most of its employees feel that it is not satisfied with their contributions Despite their enormous efforts).

These shortcomings on the part of the head business analyst led to the resignation of one analyst business's most valuable team is called Peter. The employee said he could not tolerate working for the disruption Carlos and inefficient. Such a resignation would be very costly ministry to fill that position. It would also be accelerated by the fact that the Company would still have to use some resources in training new employees. Problems can also arise when the workload that Peter left after his resignation as the workers are short one analyst. (Collins, 1998)

Possible solutions to some problems Carlos could be a greater interaction with employees. He should try to communicate with them more and find out what they expect of him and the ministry through informal associations. Carlos should abandon its rigid views on hard work. He should realize that most of its workers are putting more effort what they are supposed to. He must show them that he appreciated this through word of mouth or through recommendations.

More this, Carlos should get more organized. He could do so by designating the time during the week to analyze all the work to be done. Then he could assign tasks to each member equally. This is a routine that must be adopted at the end of the week to ensure that all work can be handled. Such an approach could prevent the random designation of its functions. Employees are generally more responsive when they know what needs to be done. The approach he used failed because it simply bombards the wok with a randomly without warning. In doing so, the entire workload is distributed evenly and the supervisor should not have to do to his subordinates to work. (Dale, 2001)

A good leader is one who makes her employees or team members, in this case, participate in decision making. Carlos could not ensure that its workers are satisfied with its decisions in getting their suggestions and incorporate them. He could do so through formal meetings at the end of the week.

Problems for engineers and French DETEC to work together

The first problem encountered by engineers French subsidiary they had to respond to the direction for every decision they make. It was not something they have been used and has created much tension among staff members. They were also deeply troubled by the question to justify an expenditure only, they were yet they were supposed to be more creative about the same. The engineers feel dissatisfied because they had no right to design and create without having to defend the council. This implies that the French engineers had to work on management issues and agree on a reporting system that was possible with them.

The French engineers were also felt inferior because the German Expatriates who do the same job earn higher wages. This was also complemented by the funding issue since the engineers premises were well aware that all costs to account for packets census of expatriates should be treated by the Company itself. These factors have caused a lot of negativity in the subsidiary, which consequently affect the type of organizational culture, it has become not conducive to productivity effective.

Questions have also been aggravated by the type of holiday that German expatriates received. There was a difference in treatment arising German culture in which vacation was six weeks. On the other hand, holidays in French were supposed to be five weeks. Because There were so many employees of the headquarters company, the German system had been implemented and French engineers were unhappy with that. Fenix Managers should have adopted the local culture based on their company policy. (Denison, 1990)

French engineers felt in danger in their positions because most Americans get the products have been replaced by German products. In their minds, everything was not acceptable that the German would be eliminated, including employees. They all believed that their positions would be replaced by expatriates from the Directorate General. This is an issue that management within the organization faced. They must have confidence that local engineers no such thing would occur because the negativity within the organization was bad for business.

The schedules also another serious problem within the organization. Again cultural differences came into play. The French engineers have more flexible hours and does not seem to mind that they had to leave later, sometimes at eight o'clock in the evening. However, the Germans are very rigid with their time schedules. Most had established nearly seven and left at five. This does not work with the French engineers because hey felt that the time spent within the organization must be dependent on the amount of work to do, rather than strict rules. On the other hand, the German engineers and other employees felt that the hours of overtime was an indication that we were poor in the organization. All these issues meant that there was need for both types of workers to reconsider their ways, and building consensus. Fortunately, the problem was solved when expatriates realized that the flexibility of working time as used by the French was not a bad idea. They started to adopt this technique and things finally become resolved.

The different categories of workers also faced the problem socialization. The French time usually made for lunches longer and has not returned to work in their discussions. The reverse was true for the Germans. The separation became apparent within the organization as members of different cultural backgrounds began to keep themselves. This meant that there was a lack of harmony between them, such an environment is not conducive to the setting up of employees. Because expatriates were in the minority, they had to adjust to what was considered the norm. They realized there was a need for dialogue more with other members of the organization and they should comply with topic appropriate during their lunches. After some time, all workers started having lunch longer and interact more. (Dyer, 1995)

Opportunities to avoid culmination

The climax could have been avoided through a number of avenues. Firstly, there was too much interference Office Headquarters. This was seen in all departments. Research and development, engineers are free to propose their own ideas without to explain and defend themselves to their managers. It was something that did not happen before. The new management could have autonomy these engineers to make their own decisions they were experts in their field and have many years of experience to this they have done better.

Interference was also observed in the bureaucratic system of decision making. Local managers and managers have very little to say regarding the allocations made as Detec must approve all expenditures. It was a very tedious process in itself as it slowed, workers were awaiting approval from headquarters. It has also affected the perceptions held by members staff within the organization. Most of them felt that their abilities were compromised that their contributions do not seem to count when it was of Detec. This situation could have been avoided if the directors and managers within the subsidiary received powers of decision. Most of they would have felt valued within the organization and they have immense contribution to their own fate. DETEC have stuck to their principles of the company; They argue that the best person to fight against the local market is a local employee. Local directors are those who know all the paths within society and are the people most likely to make decisions affecting the Company. (Hatch, 1993)

The highest point would also could be avoided if Detec does not bring too many employees or if German German employees were not given leadership positions. Of management positions may have been left to the French. It would still have created a stronger local market for products that say suffered the French market thereby avoiding the need for duplication of wok by the German sister plant. Location of the subsidiary would also prevent the circulation of rumors about the organization that all employees would be replaced by Germans. These rumors are due that U.S. products received replaced by Germans. This created a very negative environment around this area that most French employees felt insecure.

Another issue that could prevent the processing of Climax is equally French leaders and managers by DETEC. All along, trade has been one side, there were no instances of visits by senior French in Germany. Instead, there was an influx of listeners than German, managers and supervisors. Consequently, the French directors felt sidelined and irrelevant in the decision-making structure Society. So many problems could be avoided if the exchanges were mutual and all learned from each others. (Jehn and Mannix, 2001)

There were also some problems from day to day running of the company, resulting from cultural differences within. For example, documents were often written in German and manager of human resources with other stakeholders may not understand the policy Company. The German headquarters attributed this to lack of English translators in their offices. But if they really give priority to French employees, then they are out of their way to rewrite all the relevant manuals of the subsidiary in a standard language. This would have avoided all the difficulties of communication they were experiencing. They should also have allowed all employees to French time due to learning the language. Differential were also another problem that could have been treated earlier. They should have promoted equal pay for equal work within the organization thus avoiding the problem of mistrust between the French and German workers. (Maund, 2001)

Finally, the climax could have been avoided if innovation is a priority within the Company. It is common knowledge that one must spend money to make money. If the budget European recession and have been proved to be a challenge, then they should have minimized the benefits to other departments and not this sensitive area. Innovation, creativity and quality were the main strengths of the French subsidiary, if the employees felt like it had been limited, there was a serious danger of tarnishing the image of the organization.

How the task force headquarters should now respond

Firstly, the task force should have a change of attitude. They must consider all the managers and directors the French subsidiary as competent and capable individuals. They should give them autonomy to make their own decisions and give them the ability to decide their own fate.

Changes must be made in the financial sector, he must realize that the biggest problem is the production and research. The cuts should be minimized in this area. In addition to that, although financial decisions must be approved by Headquarters, the main ideas behind them should come from employees subsidiary. (Megginson, 1972)

The working group must ensure that there mutual exchanges between members of the French and German teams. This advice should not be only one side. They reported improvement on this issue by conducting trade jobs. The working group should ensure that these exchanges are implemented and they should assess their degree of success. The working group should strive to ensure that all stakeholders have their needs met.

Besides this, cultural exchanges should be taken frequently to avoid domination by one party or another. The working group could also avoid sending expatriates too many for the French subsidiary. Although integration management culture in all subsidiaries is crucial, subsidiaries also need identify with the local population and the local market. They should also redirect some management positions and employees such as French members may feel motivated to work harder to get promotions. As the situation currently is, the younger employees see no possibility promotion since most executive positions seem "fixed" by the German workers.

Conclusion

Globalization is an issue that poses serious social and cultural issues within an organization. DETEC Fenix subsidiary acquired with the intention of Europeanization their operations. But before that acquisition, DETEC had made a number of assumptions in management plans. He assumed he could transfer all German cultural traits and organizational its subsidiaries, without experiencing any difficulties. The Company was appalled when problems cross Cultural catapulted into resignations of six directors in the new subsidiary. Moran & Volkwein, 1992)

Problems in French society were made by insufficient autonomy in decision making and management. There was a lack of mutual exchange between the two companies as employees, consultants and managers have come primarily from headquarters and never the reverse. These problems could be addressed at managers within the French company has the capacity to contribute to their own factory with minimal interference from headquarters. French workers should also be allowed the opportunity to go to Germany and give their contributions too.

Reference:

Harold K. (2003): Project Management: A systems approach to planning, scheduling and control; Blackwell Publishing

Norbert E. (1967): Management Planning: a systems approach publishers Melbourne

Handy, C. (1999): Understanding Organizations fourth edition, Penguin

Hyde, J. (2004), managing and supporting people in the organization, Bailliere Tindall

Collins, D. (1998): Organizational Change: Sociological Perspectives. London:

Dale, M. (2001): The art of HR: developing management skills, Vol. 3, Crest Publishing House, New Delhi

Denison, D. (1990): Corporate Culture and Organizational Effectiveness. New York:

Dyer, WG (1995) Team building: current issues and new alternatives. 3rd Ed. Pearson Education POD

Hatch, MJ (1993): The Dynamics of Organizational Culture. Academy of Management Review, Vol. 18, No. 4,

Jehn, KA. And Mannix, EA (2001): The dynamic nature of conflict: A longitudinal study of intragroup conflict and group performance, Academy of Management Journal, vol.44, no.2, pp. 238-251.

Maund, L. (2001): An Introduction to Human Resource Management: Theory and Practice: Pal grave Macmillan,

Megginson, LC (1972): Personnel: a behavioral approach to administration, Richard D. Irwin. Homewood, IL.

Moran, ET & Volkwein, JF (1992): The Cultural Approach to Training

Organizational Climate, Human Relations, Vol. 25, No. 1,

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