Management Perspectives of HP Chain: Workforce Issues & Strategies

This report provides an analysis of the human resource management practices within the HP Chain, addressing key issues affecting the workforce. It identifies conflicting goals, communication gaps, and the impact of political instability on the company's operations. The report then proposes ch...Read More

Running head: HUMAN RESOURCE MANAGEMENT
Management perspectives of HP Chain
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Table of contents
Issues affecting the workforce...................................................................................................2
Change management strategies..................................................................................................2
Relevance of organizational structures......................................................................................3
References..................................................................................................................................6

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Issues affecting the workforce
Conflicting goals and visions contradicts the scientific management of HP chain. The
striking result in this context is the inconsistency in the standards and quality of the services.
Political unrests and instabilities aggravates the complexities in terms of conducting the
import and export activities. This situation has in turn generated a downmarket scenario
regarding profit margin. One of the major concerns in this context is that of the vulnerability
in the maintenance of the marketing position, which has ultimately led to the selling of the
company (Andersen, 2016). Absence of consultation between the managers and of the HP
chain and existing general managers reflects the communication gaps.
Frontline staffs and the middle level managers were also not consulted, which is a
non-compliance with the ethical code of conduct. The result of this mis-communication and
non-compliance was degradation of the workplace culture. Typical evidence of this lies in the
conflicts, which arised due to difference in the opinions. Isolation and neglect in terms of
support and motivation was also noticed among the staffs. Apart from this, the guests felt that
inadequacies prevailed in the provision of the resources. Increase in the number of complaints
adds a negative shade to the social parameter. John and Lawton, (2018) states that the guests’
previous experience was devalued, which is something relating to the inadequacies in the act
of exercising the skills of customer service.
The staffs become frustrated with the process of dealing with the conflicts. They felt
that their concerns and worries were not valued. In this context, the aspect of labour
productivity in scientific management is contradicted. Typical evidence of this is the absence
of team work, which compelled the staffs of HP chain to encounter delays in making the
submissions on time. The favourite task was to criticise the faults in the management
practices, which shuns the correlation between the parameters of people and practices,

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automatically adding negative connotation to the customers. As per the arguments of
Subramony, (2017), this is because poor workplace culture cannot result in the achievement
of trust from the clients and customers.
Conflicts and lack of proper management itself indicates the ineffective culture of HP
chains. In such a scenario, acquisition is effective for restoring the lost position in the
competitive ambience of the market. Political unrest, inflation, altering needs of the
customers aggravate the complexities of the HP chain in terms of complying with the
Consumer Protection Act. Absence of team work nullifies the aspect of technological usage,
which reflects the obstacles in the expanding the scope and arena of the corporate
governance.
Change management strategies
HP chain can implement 8 step change management model for altering the business
outlook. Within this, the parameter of “awareness” towards bringing the change would be an
effective means of enhancing the workplace culture. At the initial stage, urgency is to be
created for preparing the employees for the proposed change. Matthews et al., (2018) opine
that coalition would be vital for enhancing the productivity, which requires scientific
management. Creating vision and strategy is vital for improvising on the focusing of the
business. Communicating the identified strategy would be effective for enhancing the lost
faith on the employees. Developing realistic and achievable goals are necessary for
maintaining the balanced in the business operations.
Specific To conduct audits every 3 months
Measurable Meetings and preparing the minute meetings would help in detecting the areas,
which needs to be improved
Achievable Participation of the staffs and the head of the departments

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Realistic Positive feedbacks from the clients in the social media
Achievable 1 year
Conducting audits every 3 months would be an effective option for HP chain to detect
the areas in which modifications are needed. Involving the Board of Directors is necessary in
terms of gaining the approval for the proposed actions. Minute meetings and plans for
improvising the standards of the business reflects the measurability of the goal. Sprinkle and
Urick, (2018) assumes that huge participation of the stakeholder and shareholders would
make the plan of altering the workplace culture standards realistic. Social media marketing
can be acquired for enhancing the trafficking of the audience towards the brand image. This
type of marketing would be crucial for establishing communication with the clients and the
customers (Ax & Greve, 2017). Rationality would be required for convincing the employees
towards the proposed change. The time period of 1 year would be feasible enough for
collecting feedbacks from the clients regarding the issues, which they are facing and planning
the ways of dealing with the issues.
According to the Kotter’s change model, urgency of change can be conducted
according to the mission, vision and values. Adopting ethical code of conduct would be an
effective option in terms of standardizing the behaviour. Baumgartner and Rauter, (2017) are
of the view that this approach would ultimately help the HP staffs to achieve trust, loyalty
and dependence from the clients and the customers. Communicating the vision is also crucial
in terms of improvising on the stability in the professional relationships. Participating of the
staffs can be ensured through the means of revising the selection and recruitment policies.
This initiative would be apt for providing the needed support and motivation to the
employees (Kontoghiorghes, 2016).

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Relevance of organizational structures
Model structure Summary Advantage Disadvantage
Centralisation The decisions are
undertaken by the
multinational
divisional manager
Stable workplace
environment;
decisions are
important; effective
strategies are
implemented
Authority rests
with the upper
management level;
low support from
the below; relative
Decentralisation Maintains the
balance between
the operations,
which contributes
in the enhancement
of the overall
productivity
Goals are fulfilled
through the
practical
application of the
learnt skills;
enhancement of the
shared values,
mutual
understanding;
teamwork and
coordination
Inadequacies in the
skills and resource
utilization are a
problem in terms
of completing the
tasks as per the
requirements.
However, decision
making is slow,
which aggravates
the complexities in
monitoring the
accountability.
Functional Structures are
created according
to the requirements
Segmentation of
the activities
according to the
Requires more
coordination;
authoritative;

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and objectives requirements
provides the
employees with a
better
understanding of
the ways to
enhance the
productivity
decision making
process is slow
Divisional Broader supply
chain network
through bulk
manufacturing
Corporate level
strategies helps in
achieving higher
competitive
advantage,
enhances the
production in the
respective
departments,
improves the
utilisation of the
resources, effective
decisions can be
made within the
stipulated time
Not applicable for
small
organizations,
duplication,
operational costs
can increase,
difficulty in
controlling the
operations
Matrix Violation of the
unity and command
Operational
freedom and
Requires high
degree of

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of structure flexibility;
enhances
professionalism;
employees are
considered as the
asset for
management of
resources
coordination,
violation of
commands; highly
authoritative;
demotivation
Contemporary team The employees are
divided into teams
Narrow at the top
and wider at the
base, which
empower the
employees towards
their individualism
Weaker managerial
power
Virtual Usage of
information and
communication
technology for
outsourcing the
business to the
external clients
The problems of
the customers are
solved online,
which saves lot of
time, money and
resources
Absence of
security cookies
and policies results
in the loss of
confidential data
From the table, it can be concluded that functional and departmental organizational
structure would be apt for HP chain. This is because adopting latest machines and systems
would improve the production in the departments. Rees and Smith, (2017) are of the view

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that monitoring and controlling along with evaluation and audits would be effective for
detecting the areas, which needs change. Feedbacks in the form of one to one sessions would
make the managers a People’s Leader. For improving the workplace culture, transformative
leadership style is needed, which needs to include inclusive working practices for
diversifying the workplace culture (Alvesson & Sveningsson, 2015).

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References
Alvesson, M., & Sveningsson, S. (2015). Changing organizational culture: Cultural change
work in progress. Routledge.
Andersen, E. S. (2016). Do project managers have different perspectives on project
management? International Journal of Project Management, 34(1), 58-65.
Ax, C., & Greve, J. (2017). Adoption of management accounting innovations: Organizational
culture compatibility and perceived outcomes. Management Accounting Research, 34,
59-74.
Baumgartner, R. J., & Rauter, R. (2017). Strategic perspectives of corporate sustainability
management to develop a sustainable organization. Journal of Cleaner
Production, 140, 81-92.
John, A., & Lawton, T. C. (2018). International political risk management: Perspectives,
approaches and emerging agendas. International Journal of Management
Reviews, 20(4), 847-879.
Kontoghiorghes, C. (2016). Linking high performance organizational culture and talent
management: satisfaction/motivation and organizational commitment as
mediators. The International Journal of Human Resource Management, 27(16), 1833-
1853.
Matthews, J., Love, P. E., Mewburn, J., Stobaus, C., & Ramanayaka, C. (2018). Building
information modelling in construction: insights from collaboration and change
management perspectives. Production Planning & Control, 29(3), 202-216.
Rees, G., & Smith, P. (Eds.). (2017). Strategic human resource management: An
international perspective. Sage.

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Sprinkle, T. A., & Urick, M. J. (2018). Three generational issues in organizational learning:
Knowledge management, perspectives on training and “low-stakes” development. The
Learning Organization, 25(2), 102-112.
Subramony, M. (2017). Service organizations and their communities: perspectives and new
directions for management research. Academy of Management Perspectives, 31(1),
28-43.