HRM 2: Case Analysis of Consult Land - Leadership Management

This report provides a comprehensive case analysis of Consult Land, a consultancy firm specializing in financial services. It examines the company's organizational structure, advocating for a long hierarchy to manage operations efficiently and maintain discipline. The report identifies Consult Land's corporate culture as entrepreneurial and team-driven, aligning with person and role cultures where employees are valued and focused on their responsibilities. The analysis explores the impact of this culture on recruitment, emphasizing the importance of creative and innovative employees. Furthermore, the report discusses the democratic management style employed, highlighting its role in facilitating communication and decision-making. Key HRM functions such as reward management and training and development are also addressed, emphasizing their importance in enhancing employee performance and fostering a culture of continuous improvement. The report concludes with recommendations for maintaining a structured yet innovative business environment within Consult Land, highlighting the significance of its culture and management practices for its success.

Running Head: HRM 1
Case Analysis of Consult Land

HRM 2
Contents
Introduction......................................................................................................................................3
Organizational structure of Consult Land........................................................................................3
Corporate culture.............................................................................................................................4
Impact on recruitment..................................................................................................................4
Management style............................................................................................................................5
HRM functions and use...................................................................................................................5
Reward management....................................................................................................................5
Training and development...........................................................................................................6
Conclusion.......................................................................................................................................6
References........................................................................................................................................7

HRM 3
Introduction
This report is based on the case study analysis of a company named Consult Land. The
company is the international pioneering organization which is providing consultancy services
and technology solutions for the financial services. For the company Consult Land, the
employees should be creative and think differently while providing the solution to other
companies. This report analyzes the human resource functions with the organization along with
the organizational structure, corporate structure and management style. Along with this,
appropriate human resource theories and models are also provided with the discussion in the
report (Johnason. 2009).
Organizational structure of Consult Land
Consult Land is the consultancy firm which provides financial consultations and
solutions to other organizations. The organization provides consultancy managed services and
technology managed solutions for the financial industry. So, there should be an effective
organizational structure in the organization to manage the operational activities. For this manner,
consult Land should adopt long hierarchy structure in the business operations. There should be
hierarchical level structure in the organization to manage the operations on the daily basis
(Stredwick, 2013).

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The consultancy organizations are built to help other organizations on their specific
issues. The organizational structure is impacted by the various elements such as estimation,
motivation and various qualities of the undertakings played out by the organization. Consulting
companies like Consult Land should have a hierarchical leveled structure. This structure includes
multifarious layers along with the long levels of leadership from the top to bottom layer. Long
hierarchy level provides proper flow of information among the employees. This is a cost efficient
structure for Consult Land. This type of organizational structure centralizes the power and
maintains the discipline in the organizational operations. This structure basically takes some
quality time to reach the information to the lower level employees (Andresen & Nowak, 2012).
Corporate culture
According to the Charles Handy model, there are four types of culture within the
organization i.e. power culture, role culture, task culture and person or support culture. From the
given case, it is analyzed that Consult Land entrepreneurial and team driven culture. Based on
the Charles Handy model, the organization Consult Land has person and role culture. In the
person culture, the employees of the organization are important in the organization. In this type
of culture, employees are able to feel free to ask the questions and celebrate individuality. Along
with this, they are enjoying openness and integrity in the work environment. In the culture of
Consult Land, employees have freedom to realize goal and objectives. Further, in Consult Land
employees are focused on fulfilling their roles and responsibilities according to their
specializations, qualifications and interests. This shows the role culture of the organization
(Mathis, Jackson, Valentine and Meglich, 2016).
Impact on recruitment
These types of culture have great impact on the recruitment process of organization as
people enjoy working in free work environment. In this culture, employees decide what best they
can do and they are willing to accept the challenges in their job roles. Every employee is
responsible to take ownership to the work which is assigned to him. In this culture, power comes
with the accountability and responsibility (Kehoe & Wright, 2013).

HRM 5
Management style
From the given case, it is analyzed that the company wants to hire the employees who
should be creative and innovative in terms of providing solutions to the other companies. Foe
this manner, there should be democratic management style. This management style is very open
and friendly style to manage the employees within the organization. Democracy management
style is helpful in Consult Land to facilitate the conversation, encourage the employees to share
the ideas and viewpoints and use all the available resources for the effective decision making
process. Along with this, the democratic manager should be able to communicate with the
employees for various decisions. The democratic style impacts the managerial operations in
some ways.
 This managerial style keeps the communication open so that the employees feel free and
comfortable enough to put the ideas on the table.
 This management style focuses on the discussion. It is the responsibility of the managers
to balance the ideas and keep everything on track.
 This management style focuses on the creative groups and ideas which are important for
the creative environment within the organization (Bratton & Gold, 2012).
HRM functions and use
Reward management
Reward management system is the crucial part of the human resource of the business to
enhance the performance of the employees in their job role. It is important to improve the
motivation, retention, creating a development and complete the performance and reward
framework. In the company Consult Land, the strategic objective is to promote desirable
behavior and the culture of continuous development based on the values and vision of the
business. The reward management system will provide all the necessary supports at the various
stages in Consult Land. The use of reward management system in Consult Land can be done by
evaluating the importance of each job role with the set criteria. Company can remunerate the
employees based on their performance and value of their position. Company can implement the
reward system performance management system, job evaluation, reward system and annual
compensation and benefit surveys (Guest, Paauwe & Wright, 2012).

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Training and development
This is the part of performance management system in the company which is carried out
when employees need to be trained to adopt some changes. In the company Consult Land, there
is the need of employees with innovative thinking. Training would be helpful to enhance their
performance and skills in their job roles. Company can provide training and development
sessions to the employees by providing job related knowledge and skills, developing productivity
of the employees, maintaining safety standards and improving equipment handling practices
(Stone, 2011).
Conclusion
In conclusion, it is observed that Consult Land has innovative business environment
where employees feel free to share their ideas and view points for the development and growth.
Based on above discussion it is recommended that company should keep long hierarchy
structure. Although it is long structure but it manages the business in the systematic manner.
Further, company has entrepreneurial and team driven culture which is important for the
company to hire skilled people.

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References
Andresen, M., & Nowak, C., (2012), Human Resource Management Practices: Assessing Added
Value, NY: Springer
Bratton, J., & Gold, J., (2012), Human resource management: theory and practice, Palgrave
Macmillan
Guest, D.E., Paauwe, J., & Wright, P., (2012), HRM and Performance: Achievements and
Challenges, US: John Wiley & Sons
Johnason. P., (2009), HRM in changing organizational contexts: Human resource management:
A critical approach, 19-37
Kehoe, R.R. and Wright, P.M., (2013), The impact of high-performance human resource
practices on employees’ attitudes and behaviors: Journal of management, 39(2), pp.366-391
Mathis, R.L., Jackson, J.H., Valentine, S.R. and Meglich, P., (2016), Human resource
management, Nelson Education
Stone, R., (2011), Human resource management, (7th), Milton QLD: John Wiley & Sons
Australia, Ltd
Stredwick, J., (2013), An introduction to human resource management, Routledge