Report on Human Resource Management Practices: Syngenta's Approach

This report provides an in-depth analysis of Human Resource Management (HRM) practices within Syngenta, a leading plant science business. It begins by examining Syngenta's organizational structure, highlighting its matrix structure and its benefits. The report then delves into Syngenta's organizational culture, emphasizing its focus on employee empowerment, open communication, and a positive work environment. Furthermore, it explores the different management styles employed by Syngenta, specifically focusing on its democratic approach. Finally, the report outlines various HRM functions implemented by the company, including reward management and training & development programs. The report concludes that effective HRM is crucial for achieving organizational goals, as demonstrated by Syngenta's practices.

Understanding Human
Resource Management

Contents
INTRODUCTION...........................................................................................................................1
1.......................................................................................................................................................1
Organizational structure of Syngenta..........................................................................................1
2.......................................................................................................................................................2
Organization Culture of Syngenta...............................................................................................2
3.......................................................................................................................................................2
Different management styles.......................................................................................................2
4.......................................................................................................................................................3
Various HRM functions...............................................................................................................3
CONCLUSION................................................................................................................................4
REFERENCES................................................................................................................................5

INTRODUCTION
In this modern era, human resource is significant part of any company which helps in
attainment of its objectives and goals. In addition to this, human resource management can be
considered as an important key function of an organization, which assists in influencing its
employees to improve their act of performance (Armstrong and Taylor 2014). In this report,
original structure of Syngenta, which is a leading plant science business, is discussed. In addition
to this, present report also discusses about various management styles, which affects business
activities of cited organization. Considering this, organizational culture of Syngenta will be
assessed. In the end, HRM functions are also demonstrated in this present assignment, in terms
of cited organization.
1.
Organizational structure of Syngenta
An organisational structure is a concept which demonstrates the way in which activities
and tasks of a company, for an instance, allocation of tasks, coordination and supervision are
headed in direction to attain organizational aims and objectives. in addition to this, in order to
effectively attain its objectives in a smooth and amicable manner, a business organization is
required to operate its functions within a best structure, which suits or matches up with its
objectives (Boxall and Purcell, 2011). Organizational structure is highly dependent upon the
functional areas of a particular company. In aspect of Syngenta, its functions include research
and development, supply at global level, human resources, marketing and sales and information
system as well.
Hence, considering this, there are three types of organizational structure, which can be
defined as, Flat, matrix and Tall structure. A flat line structure is that type, in which there are
various layers of management. Each and every manager has an extensive area of control and also
consists of distinctive responsibilities. So, for this, delegation is considered as an important part
for carrying functions effectively (Jiang and et. al., 2012). On the other hand, Tall structure
depicts, a tall hierarchical structure, in which various levels of management are present. While
Matrix structure is a kind, in which different teams are prepared with several employees, for
purpose of accomplishing specific tasks and projects.
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Syngenta has adopted a matrix structure, as it enables its employees and workers to fulfil
requirements of company by utilisation of their own skills and specialisms. It also enables its
employees to work out of their own areas, in other areas and specialisms (Chelladurai and
Kerwin, 2017). Furthermore, due to matrix organizational structure, company is able to bring
most of efficiencies out from their employees, which motivate them to work better for company,
in order to accomplish organizational goals and objectives.
2.
Organization Culture of Syngenta
Organizational culture is a scenario, in which different values, style of dominance,
symbols and languages, working arena of an organization are included. In accordance with the
views of Cameron and Quinn (1999), an organizational culture is an idea which represents
expectations, assumptions and different definitions that are present in a business association.
Cameron and Quinn have established an organizational culture framework, which is created on
basis of Competing Values Framework (Guest, 2011). According to this framework, whether a
business corporation has adopted predominant internal and external factors and also, it has an
ability to strive for Individuality and flexibility
In context of Syngenta, organizational culture is considered as an important for
attainment of aims and objectives to get fulfilled (An Organizational Culture Assessment Using
the Competing Values Framework, 2017). The management of cited organization has a belief to
maintain an effective fun and working environment in their premises, so as to empowering its
employees. Also, each and every employee is encouraged and motivated to speak up and render
their own views and suggestions.
In addition to this, open approach also leads to effective development of new
opportunities and new breakthroughs. In addition to this, effective and positive organizational
culture is considered as a significant part for a company to attain its objectives and goals by
strategic man force planning.
3.
Different management styles
Management styles is a concept which defines various manner and techniques in which
decisions are formed in relation to its subordinates. There are two main types of management
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styles, which can be defined as Permissive and autocratic. Another type can be characterised as
Democratic style (Jackson, Schuler and Werner, 2011). These can be defined as:
Figure 1Styles of management
 Autocratic: It is considered as that management style, in which manager forms their
decisions in a unilateral manner. Along with this, management does not involve its
subordinates in any of decision making procedure.
 Democratic: In this style, manager permits, all its workers and employees to take part in
decision making procedure. So, this implies that everything is done on the majority of
others.
 Laissez- Faire: This management style does not get involved in providing any guidance
as and when required. In addition to this, employees and workers are also allowed to
enable their own thoughts, ideas and creativity in specific areas.
In context of Syngenta, company has adopted Democratic style of management. It is due
to reason that there are open lines of communication present in their organization. Also, in this
light, the managers of cited organization also involve its workers to express their ideas and
opinions.
4.
Various HRM functions
Human resource management is considered to have a wider scope in a particular business
institution. In this light, HRM consists of diversifies range of functions and activities which can
be implemented within an arena of an organization. Those functions can be defined as follows:
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 Reward management: This is a function of HRM which depicts the need of rendering
effective rewards on a timely basis, on the basis of their work done. Effective rewards
management should be created in premises of a company (Lengnick-Hall, Beck and
Lengnick-Hall, 2011). In context of Syngenta, manager focuses on to create an effective
balance in between rewards and risk. Due to their function of research and development,
its managerial personnel always motivates their employees to be ahead of competition.
Also, company renders time to time rewards and awards to employees, whose
contribution makes effective development in company.
 Training and development: Moreover, the company is required to fulfil all necessities of
training and development in their premises. High efficiency and productivity are
considered as an outcome of training and development. Syngenta, offers significant
opportunities of training and development for all workers and staff of a company
(Sparrow, Brewster and Chung, 2016). For an instance, it offers wide range of facilities in
field of CIM Diploma in marketing, etc.
CONCLUSION
From this abovementioned report, it can be concluded that, HR is a considered as a
constructive function and task for a particular business organization. HRM emphasises on to
building and boosting g up the motivation and morale of workers, so that they can retain for a
longer time period to attain goals and objectives of company. In this report, organizational
structure and culture of Syngenta has been discussed. Along with this, various management
styles have also been elaborated in this report. Syngenta has adopted Democratic style of
management.
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REFERENCES
Books and Journal
Armstrong, M. and Taylor, S., 2014. Armstrong's handbook of human resource management
practice. Kogan Page Publishers.
Boxall, P. and Purcell, J., 2011. Strategy and human resource management. Palgrave Macmillan.
Chelladurai, P. and Kerwin, S., 2017. Human resource management in sport and recreation.
Human Kinetics.
Guest, D .E., 2011. Human resource management and performance: still searching for some
answers. Human resource management journal. 21(1). pp.3-13.
Jackson, S., Schuler, R. and Werner, S., 2011. Managing human resources. Cengage Learning.
Jiang, K and et. al., 2012. How does human resource management influence organizational
outcomes? A meta-analytic investigation of mediating mechanisms. Academy of
management Journal.55(6). pp.1264-1294.
Lengnick-Hall, C. A., Beck, T.E. and Lengnick-Hall, M.L., 2011. Developing a capacity for
organizational resilience through strategic human resource management. Human
Resource Management Review.21(3). pp.243-255.
Sparrow, P., Brewster, C. and Chung, C., 2016. Globalizing human resource management.
Routledge.
Online
An Organizational Culture Assessment Using the Competing Values Framework, 2017. [Online].
Available through: < https://www.joe.org/joe/2003april/a3.php>. [Accessed on 04th
August, 2017].
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