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Organisations Behaviour Assignment
This Organisations Behaviour Assignment report is aiming to identify and discuss management style, corporate composite structure, systems and various attributes associated with an organization.Further on the basis of this data, missing data and its importance would be assessed along with a comparative analysis between theory and practice of organization. In conclusion some recommendations would be provided which will help the organization to ensure a better alignment between the organization’s practices and theoretically approved practices. Organization which is selected for this assignment is Schaffler UK which is a world class level supplier of precision instruments, equipments, bearings and fine engineering parts.[caption id="attachment_6466" align="aligncenter" width="381"] Organisations Behaviour[/caption]
Schaffler UK is headquartered in London and they maintain the entire territory of UK in terms of their sales, marketing principle, services etc. primary brand names which are used by Schaffler for its products are INA and FAG. Schaffler is well known in entire UK market for its wide range of selection in engineering equipments, bearings and other products. Presently Schaeffler UK manufactures and sell more than 40000 small or big equipments in UK market. Schaeffler is a German originated company and they are a global supplier of bearings, linear equipments to different automobile manufacturers (Annual Report, 2011).
Management StyleManagement style of Schaeffler UK is as follows Vision
To be a "World Class" supplier of bearings and precision components in UK market
This vision of organization was developed after due diligence of top management group, parent company’s mission and vision and strategic business financial goals of the company.
Strategic Business Goals
Strategic business financial goals of a organization are very important part of their management style. Without proper strategic business goals and objectives a organization cannot grow forward and their management style will not be very effective. With a proper and measurable strategic business financial goals organization can select the most appropriate management style to pursue those goals. Schaeffler pursue following goals.
- They aim to be the preferred design and application consultants and first choice suppliers of bearings and precision components in selected market niches.
- They aim to continuously improve upon their quality and level of services and ensure that their customers delighted by the services they provide.
- Employees and other staff of organizations are well trained, behaved and aligned with the long term business objectives of the organization.
- To remain profitable and continuously grown in profitability to provide a secure future to employees and share holders of the company.
- To develop symbiotic interpersonal relationship with the vendors and suppliers to ensure collateral growth andbusiness development.
Management style of Schaeffler is very optimal in nature and they always look for the long term goals and objectives of the organization. Organization is well known all over the world for their technology and quality. Quality is one aspect which Schaeffler management never makes a compromise (Annual Report, 2011). Accountability and responsibility of each individual in organization is well defined and they are reviewed according to their performance on all aspects. Schaeffler management also gives a great emphasis on the innovation and creativity and provide sufficient space to its employees to take calculated risk on certain projects but keeps a very strict control when products are to be tested and launched in the market commercially. Essentially management style of Schaeffler is hybrid in nature where equal attention is provided to the organic as well as inorganic growth of the company (Le Blanc, 2008).
Organization Structure[caption id="attachment_6465" align="aligncenter" width="415"] (Annual Report 2011)[/caption]
ManagementLevels and their Roles
Entire organization follows a multi level hierarchy and there are three major levels in Schaeffler UK.
- Founder & CEO – Ms. Maria-Elisabeth Schaeffler Owner and Lic. oec. HSG Georg F. W. Schaeffler JD/LLM Owner
- Heads – Communication & Organization executive Heads, they for the middle level of management and they are the person accountable and responsible for all other functions in the organizations.
- Department Heads – This includes different departmental heads like HR, Decision maker, Marketing domestic, exports & OEM, Finance, production, QC and NBD & PR heads which take care of departmental activities (Press Release, 2012).
Working Practice Regarding People and ProjectPeople Management
|Activities||Agreed SLA||Measured By|
|Recruitment||95% of recruitment will be done in a timely & costly manner|
Number of recruitment not done on time & would have taken more cost
|Performance Management||99% of employee’s performance will be assessed in a timely manner|| |
Number of employee’s performance appraisal are done
|Compensation Distribution||99% of employee’s compensation will be distributed in a timely manner|| |
Number of employee’s compensation distribution are done
|Training & Development||99% of employee’s training will be done in a timely manner|| |
Number of employee’s T&D sessions/hours are done
|HRMIS||99% of employee’s data will be updated in a timely manner||System data|
|HR-Administration||99% of administrative work will be done in a timely & costly manner|| |
Supplier’s Records (NealeIan, 1997).
|HR Function||Current Status||Gap Analysis|
|Recruitment||No separate team for recruitment, orientation and basic familiarization of employee with organization.|
More time & cost consuming. Sometimes efforts do get wasted because employees are not highly focused or aware of the intricacies of their job.
|Performance Management|| |
Employees appraisal is unsystematic & irregular, which leads to dissatisfaction. It is also possible in organization that some form of subjectivity can be included in the performance review thus creating biases in final evaluation.
|Compensation Distribution||No team for compensation distribution or management|| |
Biased salary distribution & errors specially in cases where extra efforts are to be noted or a special project is to be awarded.
|Training & Development||No team for training & development|| |
No individual growth or career progression
Manual records keeping
|More time consuming|
|HR - Administration||Manual & irregular tasks & records|| |
More time consuming & irregular
HR Irearchy Levels and Responsibilities
- HR Associates
Takeing care of manual & operational work like HR-Administration, execution of daily routine activities, organization of various HR related events, training programs and sessions as per the guidelines provided by senior manager’s of the department.
- HR – Assistant Manager
Take care of Operational work like Recruitment, HRMIS updating and Training & development.
- HR – Senior Manager
Take care of Complex work like Compensation decision & distribution & Performance Management. His job roles includes conducting a performance review and then on the basis of performance review provide opportunities of promotions, raise, career development and important projects etc. A HR senior manager also plays a very important role in dispute resolution and grievance listening for its employees. His prompt intervention can resolve many upcoming issues and problems in budding stage. At Schaeffler UK these activities are under the purview of Senior HR manager of the company.
- HR – Head
To Take care of all the functions altogether & monitor each individual in HR department Also, Take care of financial deals with the customers regularly which has a implication on the HR of the company and their utilization (Knippenberg, et al. 2011).
Project management policy cannot be defined as a single method because each project is different and it has its own requirements, time line, expenditure and outcomes. Project can be commercial development projects, innovation and creative projects and adding on projects. As per their situation, their criticalness and organizational resource expenditure each project is managed by a project leader and he is answerable to the department head of the department to which project belongs. For example a project of human resources would be reported to the department head of HR (Maginn, 2007).
Missing information in this assignment is lack of primary data which can provide a current and accurate overview of all questions through a firsthand experience. Primary data especially from the organizational employees, managers and team leader would have helped a lot in developing this assignment accurately. Primary data also provides credibility to the report and includes many subjective phenomenons which cannot be incorporated in the annual reports and other literature resources easily. Further this year is considered as the year of recovery after the economic meltdown which lasted up to 2011 from 2009. Annual reports of year 2012-13’s performance would provide a better picture of the organization in context of its resilience towards economic meltdowns.
Compare and Contrast in Practices and Theory
Theoretical knowledge about management of a organization and its practical implementation are two different aspects and in practical implementation many adjustments are needed. However Schaeffler UK is bringing theory and practice very close to each other in management style. For example in Schaeffler UK there is a 360 degree feedback system in performance review, a robust grievance and conflict resolution system is in place and most importantly all process and practices are regularly audited for their objectivity. Recruitment and hiring in organization is done in a planned manner, training and development requirements are fulfilled properly and most importantly organization provides freedom of sufficient degree to the employee who are in research and development or in innovative project but when it comes to their commercial production then organization keeps a very firm hand on each aspects of commercial production projects. Schaeffler UK is currently providing 40000 different products to its customers and their services are very efficient in nature which means their supply chain management is highly evolved and they keep it highly responsive in nature. Supply of Schaeffler UK is from many parts of the world still they are managing it efficiently which is very close to the text book theoretical scenario of a organizational management (Heller and Hindle, 1998).
On the basis of present data analysis and observation some recommendations are provided for improvement
- Schaeffler UK pty Ltd. can consider outsourcing its HR activities as to maintain increased employee size in the organization. This will help the organization to keep their focus on core competencies of the organization while on the other hand a professional HR organization will fill the gap existing in present HR policies and system.
- Exploration of other markets of Europe and their which are not served by Schaeffler German or France can be considered by UK subsidiary. They are capable to cater the needs of a bigger market owing to their firm management style.
- Cost effectiveness and long term sustainability in the market can be achieved by sourcing some manufacturing from low cost destinations like China while keeping a strict control over quality (Lewis, 2006).
- Annual Report, (2011) Schaeffler UK, Corporate over view [online] available http://www.schaeffler.co.uk/content.schaeffler.co.uk/en/press/press-releases/press-releases.jsp last accessed on 25/10/2012
- Press Release, (2012) Owner and management information, Schaeffler UK [online] available on
- http://www.schaeffler.co.uk/content.schaeffler.co.uk/en/company/owners-management/owners.jsp last accessed on 25/10/2012
- Knippenberg, D. , Dawson, J.F., West, M.A., & Homans, A. (2011) Diversity faultlines, shared objectives, and top management team performance, Human Relations, 64, 3, 307-331.
- NealeIan, (1997).Service Competition Policy Guidelines, Council on the Cost of Government, 1st edition.
- Heller, R. and Hindle, T. (1998), The Essential Mangers Guide, DK Publishers, 1st Edition, UK. pp. 111-134
- Lewis, R. (2006) Project Management. McGraw-Hill Professional, pp 18-30.