Report on Human Resource Management at Syngenta: Structure and Culture

This report provides an in-depth analysis of Syngenta's Human Resource Management (HRM) practices. It begins with an examination of the company's organizational structure, identifying it as a tall structure and explaining its necessity for effective communication and coordination within the international market. The report then assesses Syngenta's employee empowerment culture, highlighting its positive impact on employee motivation and efficiency. It further explores the democratic management style employed by the company, analyzing its influence on employee input, morale, goal setting, and communication. Finally, the report delves into two key HRM functions: reward management and training & development, detailing their significance in aligning employee performance with organizational goals and adapting to market needs. The conclusion summarizes the key findings, emphasizing the importance of the tall structure, employee-centric culture, and democratic management style in Syngenta's success.

Understanding Human
Resource Management

Table of Contents
INTRODUCTION...........................................................................................................................1
1. Organisational structure of Syngenta and reason to adoption for this....................................1
2. Assessment of culture of organisation....................................................................................2
3. Used management style of Syngenta and it's impact on business activities...........................2
4. Two HRM functions and it's relation with organisation.........................................................3
CONCLUSION................................................................................................................................4
REFERENCES................................................................................................................................5

INTRODUCTION
Managing human resources can increase potentials of an organisation to attain their goals
and objectives. SYNGENTA haves a large business in world and they are having more than
24,000 employees all over the world so they are having a huge need to manage their workers in a
better manner to attain organisational goals (Bastian. and et. al., 2012). This assignment has
focus on organisation structure of SYNGENTA. After it is having assessment of company's
culture. It has a discussion on management style used by organisation and it influence on their
management activities. Training & development and reward management will be explained in
context of company.
1. Organisational structure of Syngenta and reason to adoption for this
Each and every company haves a specific structure to manage their business activities. As
Syngenta is working in international market so it is essential for them to keep align their
employees in a better manner by which they can generate maximum output from them (Fisher,
Campbell and Svendsen, 2012). They are using tall structure in which they are having a different
level of management. They are managing proper hierarchy to communicate with their
employees.
Organisational Structure
Tall Structure
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Chief Executive
Accounts Director Sales and Marketing
Director
Human Resource
Director Operations Director
Accounts manager Sales & Marketing
manager Human Resources Operating Manager
Accounts Assistant Supervisior Supervisor HR officer Supervisior

It is essential for Syngenta to adopt tall organisational structure which is chart is given above,
they are having a lot of department and it is required for them to manage proper communication
and coordination in between different teams. As this hierarchy has different level so by this they
can manage their business activities easily and they can manage. This structure contains a proper
hierarchy in which each and every manager has a charge of team by which they are able to make
innovative change in their products (Ritchey, 2011). they deals in international market so it
makes a compulsion on them to adopt this tall structure to convey orders in a proper flow and
manage teams. Superior management makes orders to their undertaken employees by which they
are managing a proper information process.
2. Assessment of culture of organisation
SYNGENTA is a worldwide agricultural based company. They generates chemicals and
seeds. It has worked in eight product channels such as herbicides, insecticides, seed care, soya
and corn other field of crops. The company has adopted Employee empowerment culture. By
empowering workers, their greatest assets to its high prospectives then workers are more
competitive in working environment. Employees are believing themselves to be superior to
business so they can worked with high efficiency. Each group of workers assign to their
respective duties and powers. Equal training opportunity are available to each worker of
Syngenta irrespective of caste, religion, culture and discrimination (Naranjo Valencia, Sanz
Valle and Jiménez Jiménez, 2010). The company also defined boundaries on how to trained
workers. Delegating workers are contributed to strategies and objectives of business. This can
also helpful for decision making process like workers are given access to data and information
which are to be used in decision making. Cited business entity made some organisation strategy
like changes a technology and information so it will help for workers. There must be open
communication between employees so every worker in company are encouraged to tell their
innovative ideas so business get new opportunities and achieving success.
3. Used management style of Syngenta and it's impact on business activities
Cited organisation have democratic style of management and it influences number of
factors
Employee Input: This factor is major impact in organisation. They generate efficiency of work
and thus it helps increase productivity of company. Manager of Syngerta accept inputs from
Employees and uses that information and data to improvement of work process.
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Morale: This is second factor which impact in organisation. Staff who are motivated and
confidential in company vision and mission can be productive. Democratic employees are easily
communicated to their superiors (Manning and Bucher, 2013). A manger involves their workers
in company vision and mission then they morale and productivity of workers.
Goals: In democratic working environment, managers set company goals and objectives to
maximise organisation productivity. Leaders uses their duties and powers to inspired workers to
success. This leaders assign specific goals to workers and give methods to reach these objectives.
Communication:Democratic management style influence productivity and communication of
company. Some leaders slow their communication process only to make sure that every part of
information and data lead company rules and regulation. This process will pannier for workers
and stop employees from taking data and information that they want to work. company lead
democratic management in company which work for public such as internal and public and serve
to them loyally.
4. Two HRM functions and it's relation with organisation
Human Resource Management has a main responsibility engage people in business
activities in a appropriate structure, reward management and training & development are main
element of HRM functions are discussed in below mentioned points;
Reward management: HR managers are having a duty to identify which of their employee is
working according to organisational needs and which is their most beneficial worker (Obeidat,
2012). By this reward management system they are improving employees motivations to
improve their workings and achievement to be able to attain these rewards. These rewards can be
in monetary terms, trophy and certificate.
Training & development: It is a main function of HRM, as they are working in international
market so it is essential for them to recruit new people in organisation to full fill requirements of
company. Newly recruited people are having huge need of training by this company can make
them able to generate business activities. By this company provides them roles and responsibility
of their designation and how to perform according to organisation acceptations. By development
programs company can improve knowledge and workings according to contemporary needs of
them.
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CONCLUSION
Above presented report has been concluded about the organisational structure of
Syngenta they has adopted tall structure which helps to them to make a flow of an authentic
order. By this they are clearly providing set responsibility of employees to their managers. They
are managing a friendly environment in which they are making better communication and
coordination among teams. Employees are highly involved with company's betterment and
higher managers are taking suggestions of their subordinates so this are managing a democratic
management style.
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REFERENCES
Books and Journals
Bastian, B. and et. al., 2012. Don’t mind meat? The denial of mind to animals used for human
consumption. Personality and Social Psychology Bulletin. 38(2). pp.247-256.
Fisher, D. R., Campbell, L. K. and Svendsen, E. S., 2012. The organisational structure of urban
environmental stewardship. Environmental Politics. 21(1). pp.26-48.
Manning, M.L. and Bucher, K.T., 2013. Classroom management: Models, applications, and
cases. Pearson.
Naranjo Valencia, J. C., Sanz Valle, R. and Jiménez Jiménez, D., 2010. Organizational culture as
determinant of product innovation. European Journal of Innovation Management.
13(4). pp.466-480.
Obeidat, B.Y., 2012. The relationship between human resource information system (HRIS)
functions and human resource management (HRM) functionalities. Journal of
Management Research, 4(4), pp.192-211.
Ritchey, T., 2011. General Morphological Analysis (GMA). In Wicked problems–Social messes
(pp. 7-18). Springer Berlin Heidelberg.
Online
Human Resource Management. 2016. [Online]. Available through:
<https://www.utwente.nl/en/bms/hrm/>. [Accessed on 19 July 2017].
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