Kaplan Business School: MBA401 - CSL Company Management Report

This report provides a comprehensive analysis of CSL Limited's management practices, focusing on human resources, strategic planning, and performance management. It examines the company's operations, including its mission, vision, and strategic partnerships, such as the collaboration with Vitaeris. The report delves into the components of human resource management, emphasizing learning and development programs that include virtual learning and team development. It explores strategic human resource management, highlighting joint ventures and innovation in operations, such as the development of immunoglobulin products and the application of Ulrich's 4 Roles Model. Furthermore, it analyzes the organizational culture using Schein's Cultural Triangle and discusses HR roles and responsibilities, including talent management and succession planning. The report also covers the Employment Value Proposition (EVP) and concludes by emphasizing the company's commitment to quality medicines and performance management through training and supervision.

Running head: MANAGEMENT
Management of CSL Company Limited
Name of the student:
Name of the university:
Author note:

2
MANAGEMENT
Executive summary
Managing the performance of the human resources is assistance for the managers in terms of
estimating the direction in which the operations would head in the upcoming financial years.
Application of performance management systems is beneficial in measuring and controlling
the performance. Apart from this, the systems are also crucial for aligning whether the
operations are in accordance to the identified and specified goals and objectives. All these
aspects are true for all of the companies and organizations including CSL Limted Company,
which the report considers for shedding light on their managerial strategies. Positive
workplace environment fostering a learning culture, which is helpful for enhancing the
preconceived notion of the staffs towards the provision of quality healthcare services to the
patients. Virtual learning is included in the training programs for exposing the staffs to the
recent technological trends in the healthcare practices. This approach is a slow yet gradual
progression towards globalizing the operations.

3
MANAGEMENT
Table of contents
Introduction................................................................................................................................4
Insight into the company............................................................................................................4
Discussion..................................................................................................................................4
Components of human resource management.......................................................................4
Learning and development of the staffs.................................................................................5
Strategic human resource management..................................................................................5
Innovation in operations.........................................................................................................6
Theoretical considerations towards strategic management....................................................6
HR roles and responsibilities.................................................................................................8
Employment Value Proposition.............................................................................................9
Conclusion..................................................................................................................................9
References................................................................................................................................11

4
MANAGEMENT
Introduction
Management is an important parameter, which needs to be proper for accomplishing
the identified and specified goals. Application of effective managerial techniques and
strategies is valued through the implementation of performance management systems. This is
beneficial in terms of measuring and controlling the performance of the employees. In the
healthcare sector, management is a crucial aspect ensuring the wellbeing of the patients (Noe
et al. 2017). Controlling the health records of the patients is assistance in terms of detecting
the need for machines and devices for achieving infrastructural development. This
assignment attempts to conduct an individual report on the management of CSL Limited.
Insight into the company
CSL Limited Company is considered to be a reputed biotechnological company,
which deals with research, manufacture and marketing of the products, which are flexible for
curing the serious medical conditions of the patients. As a matter of specification, the
company enhances the purchasing power of the clients and the customers by delivering the
products in the areas of blood plasma derivatives, vaccines, anti-venom and cell culture
reagents. Founded in 1916, the company achieved the revenue of 6.923 billion US$ by 2016
(Csl.com 2019). The net income gained was 1769 million US$. The company is one of the
ASX listed, coded as ASX: CSL. The mission and vision of the company is to save lives of
the patients in need through the exposure of dedication, commitment, perseverance and
passion in the services.
Discussion
Components of human resource management
Every company or organization is dependent on three components: technology,
finance and human resources, that is, the employees. Among these, the human resources are
considered to be the assets in terms of enhancing the organizational effectiveness. In this

5
MANAGEMENT
context, Bailey, Mankin, Kelliher and Garavan (2018) states that the maintenance factor is an
issue, which increases to the unpredictability of the organizational issues. According to the
changing needs and requirements of the organization, the personnel are adopting the strategic
management. This is also the case with the CSL Company Limited. The staffs are passionate
towards curing the diseases of the patients. Getting a safe and congenial working
environment is assistance for the staffs to expose better performance. Collaboration fosters
innovation in the healthcare practices, indicative of higher customer satisfaction and
competitive edge.
Learning and development of the staffs
One of the other sides of management in CSL Limited is that of investments in the
growth, learning and development of the staffs. According to Delery and Roumpi (2017),
introduction of the global leadership capabilities have acted as a wise step in terms of
enhancing the preconceived skills, competencies, abilities and expertise of the staffs. Typical
evidence of this lies in training programs, which includes virtual learning courses, which are
supervised by the instructors. Along with this, the other concepts of training are team
development, coaching, change management, feedback among others. Post training tests are
taken to ensure the capability of the staffs in making practical application of the learnt skills
in executing the allocated duties and responsibilities. Hollenbeck and Jamieson (2015) is of
the view that metrics and performance management systems prove beneficial in terms of the
measuring the contribution of the staffs towards reaching to the benchmark level of
performance.
Strategic human resource management
Strategic human resource management of CSL Limited Company is reflected from
the joint ventures and partnerships with the other healthcare agencies. Typical evidence of
this lies in the partnership with Vitaeris for the development of portfolios in the transplant
cases. Strategic planning has resulted in 11% increase in the total revenue. Plans and patient

6
MANAGEMENT
oriented workforce are the main components, which assists in efficient execution of the
business operations. Objectivising the activities is an agent for the Company in terms of
maximizing the value of the portfolios and launching the new medical products (Csl.com
2019). Mention can be made of the sale of immunoglobulin, which has increased by 11%.
Strategy has also acted as an agent in the growth and development of plasma players in the
markets of US and Europe. Influenza strategy is one of other aspects, which has increased the
sales revenue of the CSL Limited Company. Acquiring the cell based technology results in
the production of bulk influenza vaccines for the US market. This reflects the strategic
planning towards expanding the scope and arena of the supply chain network.
Innovation in operations
Innovation is also achieved through the means of strategic planning. This planning
helps in gaining an insight into the new opportunities, which can be availed for enhancing the
growth and development in the healthcare practices. After the development of
immunoglobulin products like PRIVIGEN, it is approved by the Board of Directors and the
owners, which averts any kind of illegal instances (Csl.com 2019). This approval is crucial
for enhancing the convenience in the treatment of the patients. Mention can be made of
Chronic Inflammatory Demyelinating Polyneuropathy (CIPD), which diversifies the
treatment portfolio for the patients.
Theoretical considerations towards strategic management
The operations of the company can be understood through the application of Ulrichs’
4 Roles Model. In this model, the roles are strategic partner, change agent, administrative
partner and employee champion.

7
MANAGEMENT
Fig: Ulrich 4 role model
(Source: Cascio 2015)
Vitaeris is the strategic partnership, which aids the Company to conduct the transplant
portfolio in an efficient and effective manner. Research and development team is entrusted
with the charge of developing innovative biotherapies, which are flexible for enhancing the
current treatment standards and quality. Portfolio development is assistance for the change
agents in terms of proposing changes in the manufacturing of the medicines, vaccines,
transplant and others. Technology and administration work collaboratively for upgrading the
standards and quality of the medical facilities. Typical examples can be cited of intravenous
immunoglobulins (IVIg), where there are clinical trials. These trials are self-administered by
US Food and Drug Administration in order to provide quality treatments for CIPD (Csl.com
2019). Plasma drive products like Hereditary Angioedema are manufactured through the
development of the portfolios, which helps in planning the penetration into the new markets
and new modes of administration.
Schein’s Cultural Triangle can be used for understand ding the organizational culture
of CSL Limited Company. The basic components of this triangle are artifacts, espoused
values and basic underlying assumptions.
Strategic
partner Change Agent
Administrative
partner
Employee
champion

8
MANAGEMENT
Fig 2: Schein Cultural Triangle
(Source: Collings, Wood and Szamosi 2018)
Culture is shaped through the aspects of rites, ceremonies, symbols and language.
Cultures are of different types- clan, adhocracy, hierarchy and market. The different
parameters on which the cultures are judged are thrust, means and end. Hierarchy culture
seems appropriate for CSL Limited Company. As a matter of specification, thrust reflects the
control, which the managers exert on the staffs for extracting the necessary labour. The
means of control exercised by the managers are process control, measurement, capable
process and others. The end process is reflected by calculating the efficiency, smoothness
and development, which is achieved by calculating the commitment and smoothness towards
executing the tasks according to the requirements. All these aspects seem true for CSL
Limited Company. Delegation of power and authority is monitored by the board for getting
the required labour. One of the greatest strengths of the Company is the creation of
continuous improvement culture, which contributes in the enhancement of the skills,
expertise, knowledge and competencies of the staffs. The culture is such, which attracts,
retains and develops the best talents. As per the arguments of Marler and Parry (2016),
possession of a value based culture is assistance for fostering diversity in terms of ensuring
the wellbeing of the clients and the customers.
Ar
tifa
cts
Espoused
values
Basic underlying
assumptions

9
MANAGEMENT
HR roles and responsibilities
It is the duty of the HR manager of CSL Limited Company to monitor the revision of
the recruitment and selection policies in such a way that it enhances the cultural diversity.
Planning is assistance in terms of ensuring whether the talents invested by the staffs are used
in accordance to the identified and specified objectives. Long terms goals are developed in
order to calculate the utility value from implementing the policies and practices. This is a
wise step in order to fill the gaps in talent management. Succession planning is done for
identification of the prospective staffs, who would contribute in accomplishing the goals and
targets (Brewster 2017). Creation of job advertisements and launching it on social media is
assistance in terms of enhancing the brand image. Awards and recognition acts as motivation
and encouragement for the staffs to expose better performance. Reference can be cited of
“War for Talent’, Best Employer Awards and others, which are bestowed on the staffs for
their performances.
Employment Value Proposition
Employment Value Proposition (EVP) is one of important components of
performance management. This reflects the strategic human resource management, which
proves beneficial in terms of increasing the sales revenue and profit margin through the
reduction in turnover. Policies are effective for increasing the company effectiveness.
Sparrow, Brewster and Chung (2016) is of the view that external talent attraction is reflected
from advertisements, which are generated in the portals and social networking sites. The
mediums and channels used for this purpose are LinkedIn, Seek among others. One of the
recruitment and selection means is the interviews, where feedbacks are collected by the
managers from the staffs in order to assess the approach of the staffs towards the allocated
duties and responsibilities. After the collection of the feedbacks, the managers indulge in
meeting with the board panel for evaluating the reasons, where the interview went wrong.

10
MANAGEMENT
According to the arguments of Brewster (2017), this approach is a planned and reasoned
action towards enhancing the standards and quality of the healthcare practices.
Conclusion
CSL Limited Company achieves accolades and glory through the means of
researching and developing effective quality medicines for treating the diseases of the
patients. Generating customer focused business is assistance in terms of achieving higher
competitive edge than the contemporaries. Performance management is also effective, which
is reflected from the training programs, interviews and others, which enhance the skills,
competencies and expertise of the staffs. Supervision from the board averts illegal instances,
adding to the wellbeing of the patients.

11
MANAGEMENT
References
Albrecht, S.L., Bakker, A.B., Gruman, J.A., Macey, W.H. and Saks, A.M., 2015. Employee
engagement, human resource management practices and competitive advantage: An
integrated approach. Journal of Organizational Effectiveness: People and Performance, 2(1),
pp.7-35.
Bailey, C., Mankin, D., Kelliher, C. and Garavan, T., 2018. Strategic human resource
management. Oxford University Press.
Brewster, C., 2017. The integration of human resource management and corporate strategy.
In Policy and practice in European human resource management (pp. 22-35). Routledge.
Cascio, W.F., 2015. Managing human resources. McGraw-Hill.
Collings, D.G., Wood, G.T. and Szamosi, L.T., 2018. Human resource management: A
critical approach. In Human Resource Management (pp. 1-23). Routledge.
Csl.com 2019. About us. Available at: https://www.csl.com/ [Accessed on 4th August 2019]
Delery, J.E. and Roumpi, D., 2017. Strategic human resource management, human capital
and competitive advantage: is the field going in circles?. Human Resource Management
Journal, 27(1), pp.1-21.
Hollenbeck, J.R. and Jamieson, B.B., 2015. Human capital, social capital, and social network
analysis: Implications for strategic human resource management. Academy of Management
Perspectives, 29(3), pp.370-385.
Marler, J.H. and Parry, E., 2016. Human resource management, strategic involvement and e-
HRM technology. The International Journal of Human Resource Management, 27(19),
pp.2233-2253.

12
MANAGEMENT
Morschett, D., Schramm-Klein, H. and Zentes, J., 2015. Strategic international management
(pp. 978-3658078836). Springer.
Noe, R.A., Hollenbeck, J.R., Gerhart, B. and Wright, P.M., 2017. Human resource
management: Gaining a competitive advantage. New York, NY: McGraw-Hill Education.
Sparrow, P., Brewster, C. and Chung, C., 2016. Globalizing human resource management.
Routledge.