Understanding Contemporary Organization: Gage Roads Case Study Report

This report provides a comprehensive analysis of Gage Roads Brewing Co Limited, focusing on its contemporary people management practices. It begins by outlining key HR strategies such as employee involvement, communication, flexible policies, and training and development. The report then integrates an analysis of Gage Roads' operational environment, considering political, economic, social, and technological factors. A detailed examination of the company's people management is presented, including strategies for employee commitment, retention, and performance management. The report concludes by illustrating how Gage Roads reflects its organizational integration through its history, sales, and marketing strategies, providing a holistic view of how the company's various elements interact to drive success. References are provided for all sources used in the report.

Running Head: UNDERSTANDING CONTEMPORARY ORGANIZATION
0
UNDERSTANDING
CONTEMPORARY
ORGANIZATION
System04121
8/29/2019

UNDERSTANDING CONTEMPORARY ORGANIZATION
1
1. Contemporary person management practices
Some of the successful business is those that attract, motivate, develop and retain the
best people. Following are the HR and people management best practices that can
help the staff of the company (Moideenkutty, Al-Lamki, and Sree Rama Murthy,
2011)
 Involving the employees in the business development
 Employee communication
 Managing flexible policies and working that will help in motivating equality
and diversity
 Rewarding achievement and setting a target
 Proving the employees with training and development
2. Integrated analysis of a Gage Road organisation
 Political variables assume a huge job in deciding the elements that can effect
Gage Roads Brewing Co Limited's long haul benefit in a specific nation or
market. Gage Roads Brewing Co Limited is working in Food, Beverage and
Tobacco in excess of dozen nations and opens itself to various sorts of world
of politics and political framework dangers (Liu, and Pearson, 2014) The
make progress in such a powerful Food, Beverage and Tobacco industry
crosswise over different nations is to differentiate the deliberate dangers of
world of politics (Jolink, and Dankbaar, 2010)
 The Macro condition factors, for example, – reserve funds rate, financing
cost, remote swapping scale and monetary cycle decide the total interest and
total interest in an economy. While smaller scale condition factors, for

UNDERSTANDING CONTEMPORARY ORGANIZATION
2
example, rivalry standards sway the upper hand of the firm. Gage Roads
Brewing Co Limited can utilize nation's financial factor, for example,
development rate and industry's monetary pointers, for example, Food,
Beverage and Tobacco industry development rate, customer spending and so
on to estimate the development direction of - sector name- - segment as well
as that of the association (Jarrar, and Smith, 2014)
 Society's way of life and method for doing things sway the way of life of an
association in a situation (Belekoukias, Garza-Reyes, and Kumar, 2014).
Common convictions and mentalities of the populace assume an incredible job
in how advertisers at Gage Roads Brewing Co Limited will comprehend the
clients of a given market and how they structure the showcasing message for
Food, Beverage and Tobacco industry purchasers (Đurišić-Bojanović, 2013)
3. People management at Gage roads
 Dealing with the employees
The aptitudes and capacities of the employeess are broke down in the
organization through different execution the executives frameworks. By
contrasting the present execution and the fixed norms, the administration can
look at the holes. To fill the holes, different preparing projects are composed
with the goal that the workers can improve their aptitudes to play out the
undertakings all the more viably (Van Biezen, Mair, and Poguntke, 2012).
 Employee’s commitment
Drawing in the employees in significant choices of the organization is the
thing that Woolworths has faith in. It helps in improving the worker
motivation as they feel included and part of the association. It prompts an

UNDERSTANDING CONTEMPORARY ORGANIZATION
3
expansion in occupation fulfilment and decreases the pace of employee
turnover.
 Urging the employees to remain in the organization
The administration began searching for the ways and techniques to diminish
its rate, and it ensured that the most capable employees will remain in the
organization. Giving profession development and headways openings is one of
the ways utilized by the organization to diminish employee turnover. The
organization utilizes the technique for interior enrolment by advancing the
most meriting employees to the higher level. Different advantages incorporate
retirement subsidizing, instructive assistance for the offspring of employees,
grants, therapeutic help, inability advantages and demise covers. Every one of
these advantages helped the organization in employee maintenance and
improved occupation fulfilment. To improve the HRM practices, the
management of Gage road run over with various issues. The organization
managed the issues by following numerous methodologies as referenced
above and guaranteed that it could viably manage abundance employee’s
turnover which can occur in its stores later on. The organization gives high
pay rates to its workers (Snape, and Redman, 2010).
4. Way the Organisation reflects its integration
The history and knowledge of the company Matzo’s brands and existing production
capacity limits integration and sales which leads to dangers allowing the incremental
margins to really move through to and supplement existing profit in full. With Gage
Roads' quality of individuals, deals, showcasing and conveyance aptitude the
company focuses on the vision beating current volumes and becoming the Matzo’s

UNDERSTANDING CONTEMPORARY ORGANIZATION
4
brands with their full national potential (Alfes, Truss, Soane, Rees, and Gatenby,
2013) The Company is finishing formal documentation and fulfilling conditions point
of reference and hopes to finish the exchange in in the year 2019. Gage Roads brands
development and 5-year system on track to convey edge development and income
focuses for FY19 and past
 Continuing distribution and sales development openings in the free channel
 Grow popular store volumes in accordance with desires and responsibilities
 Focus on east coast associations and occasions to supplement developing east coast
circulations • Increasing national showcasing deceivability and purchaser mindfulness
 Matzo’s brands give a stage change to the 5-year technique, presenting profit targets

UNDERSTANDING CONTEMPORARY ORGANIZATION
5
REFRENCES
Alfes, K., Truss, C., Soane, E.C., Rees, C. and Gatenby, M., 2013. The relationship between
line manager behavior, perceived HRM practices, and individual performance: Examining the
mediating role of engagement. Human resource management, 52(6), pp.839-859.
Belekoukias, I., Garza-Reyes, J.A. and Kumar, V., 2014. The impact of lean methods and
tools on the operational performance of manufacturing organisations. International Journal
of Production Research, 52(18), pp.5346-5366.
Đurišić-Bojanović, M., 2013. The core competence for “learning” organisations. Practice
and Theory in Systems of Education, 8(3), pp.287-295.
Jarrar, N.S. and Smith, M., 2014. Innovation in entrepreneurial organisations: A platform for
contemporary management change and a value creator. The British Accounting
Review, 46(1), pp.60-76.
Jolink, M. and Dankbaar, B., 2010. Creating a climate for inter-organizational networking
through people management. The International Journal of Human Resource
Management, 21(9), pp.1436-1453.
Liu, Y. and Pearson, C.A., 2014. The importance of talent management: a study of Chinese
organisations. Journal of Chinese Economic and Foreign Trade Studies, 7(3), pp.153-172.
Moideenkutty, U., Al-Lamki, A. and Sree Rama Murthy, Y., 2011. HRM practices and
organizational performance in Oman. Personnel Review, 40(2), pp.239-251.
Snape, E. and Redman, T., 2010. HRM practices, organizational citizenship behaviour, and
performance: A multi‐level analysis. Journal of management studies, 47(7), pp.1219-1247.

UNDERSTANDING CONTEMPORARY ORGANIZATION
6
Van Biezen, I., Mair, P. and Poguntke, T., 2012. Going, going,... gone? The decline of party
membership in contemporary Europe. European journal of political research, 51(1), pp.24-
56.