HRM in an Organization: Examining Manuel Market's Environment and HR Activities as per CIPD

This report aimed at examining the environment of Manuel Market for developing a coherent understanding on the situation that is being faced by the organization. The assessment of the business structure and the operations that are undertaken by four departments are being enumerated as a part of the research. The report also examined the activities that might be undertaken by the HR in context of the organization as per three elements of the CIPD profession map. Therefore, the research developed a portfolio of the organization for successful reporting to the new manager while making the same aware of the situation of the venture.

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HRM IN AN ORGANIZATION
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Executive summary
The report aimed at examining the environment of Manuel Market for developing a coherent
understanding on the situation that is being faced by the organization. The assessment of the
business structure and the operations that are undertaken by four departments are being
enumerated as a part of the research. The report also examined the activities that might be
undertaken by the HR in context of the organization as per three elements of the CIPD profession
map. Therefore, the research developed a portfolio of the organization for successful reporting to
the new manager while making the same aware of the situation of the venture.

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Table of Contents
1. Introduction..................................................................................................................................3
2. The purpose and goals of the organization..................................................................................3
2.1. Purpose of the organization..................................................................................................3
2.2. Goals of the organization......................................................................................................3
3. Offerings of the organization.......................................................................................................4
4. Target market...............................................................................................................................4
5. Four external factors and their impact on the business activities................................................5
6. Organizational structure...............................................................................................................8
7. Different functions in the organizational departments to optimize performance........................9
9. Culture of the organization and its impact on the operations....................................................12
10. Recommended Activities for HR department as per CIPD.....................................................13
11. Activities by HR for supporting line managers and their staff................................................14
12. Conclusion...............................................................................................................................15
References......................................................................................................................................16
Appendices....................................................................................................................................18

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1. Introduction
The different strategies that are initiated by the organizations are likely reliant on the
assessment of the external and internal environments. On the other hand, the culture and the
structural aspects in an organization enables the same in ensuring the productivity while
competing with the existing market players. Guest (2017) stated that the managers study the
structure, the culture and the objectives of an organization with the aim of identifying the
strategic position of the venture while operating in diverse environments. In this relation, the
research will demonstrate Manuel Market’s objectives, its structural framework, the operations
of the different departments and the culture that empowers the productivity of the business. On
the other hand, the research will also delineate the target customers, the value proposition and the
external environmental trends that are affecting the operations of the business.
2. The purpose and goals of the organization
2.1. Purpose of the organization
The purpose of the organization, Manuel Market, is to deliver quality offerings for
retaining the trust and confidence of the customers towards their offerings (Manuel Supermarket
2019). Swailes and Blackburn (2016) opined that the strategies that are framed by the
organizational leaders are based on the mission of the venture. In this relation, the primary
purpose of the organization is to retain the trust and loyalty of the customers towards their
propositions through improvements in quality.
2.2. Goals of the organization
The goals of Manuel Market are:
 To hold the position of market leader while maximizing the retention rates of customers

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 To adhere to the norms and regulations that are imposed for environmental sustenance
 To facilitate continuous innovation in the line of offerings and provide the customers
with value for money
 To make expansion in the different developing economies for improved sustenance scope
(Source: Manuel Supermarket 2019)
3. Offerings of the organization
The organization, Manuel Market, aimed at offering a range of packaged foods and
beverages along with beauty and healthcare products to the customers. The diverse range of
propositions enabled the organization in developing and retaining a large market base in the
Saudi Arabian markets (Manuel Supermarket 2019). On the other hand, the organization aimed
at providing the customers with improved quality propositions with the objective of retaining the
trust and confidence of the same while operating in the different markets. O’riordan (2017)
stated that the diverse range of propositions enables an organization in maximizing the scope of
target customers. The organization aimed at proposing a wider range of CPG (Consumer
Packaged Goods) to the customers with the objective of gaining a competitive edge over the
existing market players. The quality and the diversity of the propositions enabled the venture in
increasing the customer base while maximizing he sales volume (Manuel Supermarket 2019).
4. Target market
The primary target market of the concerned organization are the people falling under the
age group of 24- 55 years and are employed with a minimum monthly income of 1,125.48 Saudi
Riyal (US $ 300) (Manuel Supermarket 2019). On the other hands, the secondary target market
of the organization focused at drawing the attention of wider range of customers between the

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ages of 18- 65 years, belonging to different income groups (Manuel Supermarket 2019). The
targeting and segmentation of the customers enabled the organization in identifying the
prospective buyers while positioning their offerings in the different markets. On the other hand,
the targeting, segmentation and positioning related operations of the venture enabled the same in
improving its exposure to wider customer segments.
5. Four external factors and their impact on the business activities
Political  The political situation in Saudi Arabia
is highly instable due to the
maximized indulgence of Royalty and
Ulamas (Altaee, Al-Jafari and Khalid
2016). The increased instability of the
political situation in Saudi Arabia
might restrict the growth of the
concerned venture in the different
parts of the economy.
 The imposition of corporate taxes and
excise duties might affect the rate of
trade that is being planned by the
venture with the different other
economies
Economic  The increasing rate of consumption in
the Saudi Arabian households and the
increased rate of disposable income

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among the people might enable the
organization in locating prospective
buyers for improving their market
position.
 It has been noted that the Saudi
Arabian economy grew by 2.2% from
2017 and thereby the team of IMF
experts expects that by 2020 the
economy in the nation would increase
by 5.7% (Buallay, Hamdan and
Zureigat 2017). The growth in the
GDP and the increase in employability
options among the people would again
enable the organization in finding
potential customers for their
propositions.
Social  The increase in the disposable income
of the people in Saudi Arabia would
enable the organization in developing
a huge customer base while operating
in the different regions of the market.
 The rising demand for the household
products along with general FMCG in

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the economy would allow the
organization in improving the sales
volume for sustenance.
 The indulgent culture of the people in
the economy would allow the
organization in obtaining the attention
of huge amount of prospective
customers in the market.
Technological  The economy of Saudi Arabia is
specifically based on infrastructural
and engineering projects which has
enabled technological innovations. In
this relation, the concerned
organization would face no difficulties
in undertaking business through the
presence of different technological
fields for strengthening the R&D
operations (Mahmood and Alkhateeb
2017)
 On the other hand, it has been noted
that more than 64.7% of the
population have access to internet
services in the economy which

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includes a subsection of population
amounting to 14,000,000 Facebook
users (Alotaibi and Hussainey 2016).
Therefore, the higher rate of internet
penetration and increased Facebook
users in the economy would enable the
organization in strengthening the
promotional initiatives more vividly
6. Organizational structure
The concerned organization followed a hierarchical structure which composed of the
CEO, the board of management, the individual departmental heads and the employees. The
organization followed a top-down communication channel where the message is cascaded from
the CEO and the hierarchy to the employees through the supervisors (Farzin, Fotuhi-Firuzabad
and Moeini-Aghtaie 2016). The major departments who enables the organization to perform are
finance, customer support, inventory management and sales. The finance department of the
organization enables the organization in developing the different financial statements and
perform audits on the economic performance of the venture. The finance department also
supports the organization in identifying their capabilities while making strategic decisions for the
uninterrupted functioning and growth of the business in the different markets. On the other
hand, the inventory management department makes a note of the supplies and manages the
movement of stock with the objective of maintaining the availability of the propositions as per
the demand of the customers. The customer support department enables the organization in

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providing the customers with assistance while making a buy of a commodity and even in the
post-purchase period. Narayanan (2016) stated that the customer support department not only
enables an organization in providing superior assistance to the consumers but also permits a
business in developing a brand image for retaining the trust and loyalty of the consumers
(Mackay 2016). Lastly, the sales department in the organization enables the same in improving
the sales volume through the application of persuasive methods on the consumers. Singh et al.
(2016) stated that segregation of the task among different departments in the organization and the
increased collaboration between the departments enables an organization in improving the
performance of the same. Therefore, the concerned organization aimed at departmentalizing the
work units with the objective of retaining the trust and confidence of the customers through
improved functioning of the systems.
7. Different functions in the organizational departments to optimize performance
The collaborative functioning of the different departments enables an organization in
improving the performance of the same through segregation of tasks as per the expertise of the
employees and proficient micro management (Manuel Supermarket 2019). In this relation, the
departments in Manuel Market aimed at maintaining collaboration between the same for
improved performance of the venture. The customer support department identifies the changing
tastes and preferences of the customers and reports to the inventory management department.
The data on customer preferences enables the inventory manager and the team to communicate
with the suppliers while conserving the stocks of the demanded commodities. The inventory
manager reports to the sales team after realizing the stock of commodities from the suppliers.
The major objective of the inventory manager is to provide reports to the management and the
sales team on the stock while holding efficient communication with the suppliers. Therefore, the

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collaborated functioning of the inventory management team with the suppliers, the sales team
and the suppliers after getting reports from the customer support enables the organization in
maintaining the availability of commodities for sale. The sales team persuades the customers
through promotions and offers on behalf of the organization with the objective of expanding the
sales volume for the venture. The data from the sales team are retrieved by the finance team and
the rate of sales are calculated by the same for reporting the performance of the business to the
management. The reports that are provided by the finance team to the management enables the
organizational managers in developing strategic turnarounds for supporting the sustenance of the
venture. Therefore, it might be noted that the collaboration between the different departments
through active communication and reporting of status enabled the venture in upholding the
performance of the same.

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Inventory
Finance
Customer support Sales
Hierarchy of management
Arrows signify movement of
communication
Customer
preferences
Sale of
commodity
Interaction with Suppliers

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9. Culture of the organization and its impact on the operations
The culture of an organization enables the same in improving the rate of operations while
motivating and influencing the contributions of the different stakeholders towards the
performance. The concerned organization developed efficient links of communication with the
employees for integrating and collaborating the activities of the workforce with the managers. It
has been noted that communication pays a major price to the organizational performance through
upholding the inter-trust relationship between the management and the workforce (Manuel
Supermarket 2019). Alotaibi and Hussainey (2016) stated that efficient communication with the
employees assist an organization in continuing with the transparency of the operations for
gaining over the trust and loyalty of the workforce towards the operations. In this relation, the
concerned organization aimed at undertaking proactive communication with the workforce for
inducing collaboration and mitigating issues faced by the workforce.
However, the organization failed to influence an innovative culture in the workforce,
which restricted the capability of the organization in bringing forth dynamic improvements in the
process cycles. Singh et al. (2016) stated that the lack of innovative culture among the employees
affects the capabilities of the organization in improving the performance of the venture.
Therefore, the lack of innovation culture in the organization and among the workforce restricted
the capability of the business in making dynamic expansions while competing with the existing
market players. The spokesperson of the business detailed that the organization was planning to
encourage open discussions among the workforce for facilitating innovativeness and continuous
learning attributes. However, the attempt of the organization failed due to the lack of proficient
skills and knowledge on the latest innovations among the employees. On the other hand, the lack
of change readiness among the employees was another setback for the business while

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implementing new procedures for growth and expansion. Alotaibi and Hussainey (2016) stated
that change readiness among the members of an organization enables the same in improving the
rate of operations while operating in the different markets. Therefore, the lack of sufficient
support from the employees restricted the innovative capabilities of the organization while
expanding in the different markets.
10. Recommended Activities for HR department as per CIPD
 Employee relations: The HR management of the organization might take steps to develop
and maintain transparency of communication with the employees. Transparency of
communication would encourage the mass engagement of the employees and empower
the inter- trust factors between the management and the same. Therefore, improvement in
employee relations through application of transparency and open door policy would
enable the HR in improving the employee relations as per the CIPD model.
 Reward and recognition: Providing rewards and recognitions to the employees for their
contributions through the enumeration of performance pays and incentive slabs would
enable the HR department of the organization in empowering the activities of the
workforce. The rewards and recognition to the employees would enable the HR of the
organization in inducing a friendly competition in the workforce while empowering the
same to contribute to the organizational innovativeness.
 Learning and development: The HR of the organization must plan specific learning and
development programs through an assessment of the training based needs of the
employees with the objective of empowering the innovativeness of the same. Specific
training and development based operations would enable the HR in improving the rate of

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innovativeness among the employees and encourage change readiness in different change
initiatives of the venture.
11. Activities by HR for supporting line managers and their staff
The different ways through which the HR might assist the line managers and their staff are:
 Improving diversity in the teams: The diversity on the teams enables a team of experts or
the line managers in improving the rate of innovativeness in the operations. In this
relation, the HR might take steps to develop efficient diversity policies with the objective
of supporting he needs of the line managers and the staffs in a team related to diversity
management for innovativeness. The development of the policies would enable the HR
managers in empowering the activities of team members and the line managers while
influencing innovativeness through inclusion.
 Maximizing transparent communication: Developing transparency of communication
between the line managers and the staff, in an intra- team context, would enable the HR
in empowering the effectiveness of the process based operations. The effective means of
communication would enable the effective collaboration of the line managers with the
staff members in the organization. The collaborated functioning of the line managers with
the staff members through links of effective communication would enable the
organization in improving productivity.
 Improving the rate of collaborations through inter-team interactions: Facilitating inter-
team interactions between the line managers from other teams and staff members would
enable the HR in improving the rate of collaboration among the different departments of
the venture. The increased collaboration between the managers and employees of the

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different teams would enable the organization in improving the performance of the teams
and the managers in the different departments.
12. Conclusion
Therefore, from the above analysis it might be stated that Manuel Market face different
issues while operating in the Saudi Arabian economy. The report initiated a feasibility study of
the external environment for examining the strategies and implementing the same in the
organizational operations. On the other hand, the research reviewed the organizational structure
of the organization and the manner in which the same is reflected through the operations of the
different departments. Lastly, the report illuminated a set of activities hat might be undertaken by
the HR of the organization with the objective of optimizing the organizational performance while
supporting he needs of the line managers and their staff.

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References
Alotaibi, K.O. and Hussainey, K., 2016. Determinants of CSR disclosure quantity and quality:
Evidence from non-financial listed firms in Saudi Arabia. International Journal of Disclosure
and Governance, 13(4), pp.364-393.
Altaee, H.H.A., Al-Jafari, M.K. and Khalid, M.A., 2016. Determinants of economic growth in
the kingdom of Saudi Arabia: an application of autoregressive distributed lag model. Applied
Economics and Finance, 3(1), pp.83-92.
Buallay, A., Hamdan, A. and Zureigat, Q., 2017. Corporate governance and firm performance:
evidence from Saudi Arabia. Australasian Accounting, Business and Finance Journal, 11(1),
pp.78-98.
Farzin, H., Fotuhi-Firuzabad, M. and Moeini-Aghtaie, M., 2016. Enhancing power system
resilience through hierarchical outage management in multi-microgrids. IEEE Transactions on
Smart Grid, 7(6), pp.2869-2879.
Guest, D.E., 2017. Human resource management and employee well‐being: Towards a new
analytic framework. Human Resource Management Journal, 27(1), pp.22-38.
Mackay, D.P., Johnson Controls Technology Co, 2016. Systems and methods for displaying a
hierarchical set of building management system information. U.S. Patent 9,475,359.
Mahmood, H. and Alkhateeb, T.T.Y., 2017. Trade and environment nexus in Saudi Arabia: An
environmental kuznets curve hypothesis. International Journal of Energy Economics and
Policy, 7(5), pp.291-295.

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Manuel Supermarket (2019). Manuel Market - Luxurious Supermarket Shopping. [online]
Manuel Supermarket. Available at: https://www.manuelsupermarket.com/ [Accessed 15 Sep.
2019].
Narayanan, A., 2016. Talent Management and Employee Retention: Implications of Job
Embeddedness-A Research Agenda. Journal of Strategic Human Resource Management, 5(2).
O’riordan, J., 2017. The practice of human resource management. Research Paper, 20.
Singh, S.K., Burgess, T.F., Heap, J. and Al Mehrzi, N., 2016. Competing through employee
engagement: a proposed framework. International Journal of Productivity and Performance
Management.
Swailes, S. and Blackburn, M., 2016. Employee reactions to talent pool membership. Employee
Relations, 38(1), pp.112-128.

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Appendices
Appendix 1
Figure 1: Political stability index in Saudi Arabia
(Source: Buallay, Hamdan and Zureigat 2017)

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Appendix 2
Figure 2: GDP in Saudi Arabia
(Source: Buallay, Hamdan and Zureigat 2017)

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Appendix 3
Figure 3: Household consumption index in Saudi Arabia
(Source: Buallay, Hamdan and Zureigat 2017)