Investigating Appropriate Leadership Roles and Collaborative Culture - Case Study Example

?Introduction The concepts which are a part of different corporations require alternative structures, specifically with the individual performance management which results. This begins with the ability to meet specific needs within the corporation by approaching the main way in which the corporation is established and the movement of the vision into complete action by the company. When looking at the case study of Jinkin Jeans, it can be seen that the use of human resources and the strategies which are being used need to alter. However, this is not only based on the individual performance management, but also on the strategies and different concepts which are a part of the company. By Jinkin Jeans beginning to alter the way in which they approach the structures within the company, there will be the ability to create a different set of return with the company while moving toward increased growth within the corporation. Analysis of People Management The main problem with Jinkin Jeans is noted first through the outcome of the performance that is a part of the company. The human resource management which occurs in a business directly reflects how the external environment responds and what is required for improvement by those which are functioning within a corporation. To alter this, there is the need to analyze the performance of the external environment first then to link this back to the way in which the human resources are functioning within the company (Paul, 2003). For Jinkin Jeans, this is noted with the external performance. There is difficulty in keeping up with the latest trends and fast pace of fashion that is required for the environment. More important, there are continuous complaints from customers and the inability to deliver the right products to those who are interested in the jeans. These are causing for lower performance and for competitors to move ahead of the jean company. The problem links to the management of those working for the company, knowledge of the vision of the corporation and the way in which the different development of jeans is being handled, both in terms of outsourcing the jeans and within the main corporation. The problem which is associated with the human management in Jinkin Jeans is furthered by not having the right individuals toward the tasks as well as carrying a loss of vision toward the requirements with the business. For Jinkin Jeans to remain as a part of the competition there needs to be an approach of having the latest fashion trends, creating accuracy with all products offered and to ensure that there is mainstream developments from all employees. More important, the leaders and those developing the products need to have a competent understanding of the tasks to be carried forward within the corporation to expand the market. It is noted that there is a direct relationship between total quality management and operational performance. Total quality management consists of first understanding the vision and values of the company then expanding this into an understanding of the relationships which come from the supply chain to the products and to the external environment. The operations then need to begin reflecting the external environment by the right human resources and the implementation of different tasks per person (Samson, Terziovski, 1999). The third problem which is a part of Jinkin Jeans is based on the outsourcing and lack of staff that is linked to both the outsourcing and the external environment. Currently, there is no marketing manager that is in place. It is also noted that the two owners continue to micromanage the different products without looking at specific needs within the corporation. The values with outsourcing and the communication processes don’t have any trained individuals which are working for the corporation and are unable to provide relevant processes that are a part of the corporation. This is combined with a lack of understanding of where the human resource management should implement leadership skills and what the main focus should be. Beginning to alter this so that the organization is able to offer more relevant responses to the external environment can help to change the outlook of those that are within the corporation while building more value from the current lack of management and leadership which is available (Youndt, 1996). Each human management aspects link directly to the alterations which are occurring with the statistics of top competitors, including Mark and Spencer and Diesel. The top ten companies include Levis, True Religion, Diesel, Wrangler Jeans, Lee, Calvin Klein, Legendary Gold, Lee Dungarees, Rustler and Rider. Each of these are multinational companies with a specific structure used for the supply chain, manufacturing process and for the continuous performance of the clothing. The jeans combine with statistical performance of consumers that are interested in the brands, leading to a continuous rise of 2% each year with expected growth which will continue by the performance of the companies. The surge for jeans began in 2002 when the popularity began to rise among youth on a global level. This opened the market into a variety of segments while leading into fast fashion with the supply structure (Just Style, 2011). For Jenikin Jeans to match the competition, there is the need to remain with the fast fashion, meet the needs of consumers and to begin competing at an international level with unique styles and looks which are easily recognized in the market. Approach to Strategic Business Vision The approach to the strategic business vision will be based on the individual performance management that is a part of the corporation. The first step which is required for individual performance management is to look at the training and development which is required by all employees, including those which are currently a part of the outsourcing process. The main approach is one which is developed with knowledge development and competitiveness that is a part of the initiatives of the corporation. To begin, each individual needs to understand the business vision and mission that is incorporated into the company. This is combined with the need to understand more of the values and standards that are a part of the company. If this is misunderstood, then there will be an alteration in powers where the wrong individuals are caring for quality while those who are supposed to distribute the product development will be unable to create the right approach. Changing the weight of the employees so there is a deeper understanding of the vision and mission of the company as well as requirements to work within the corporation will then help to create a stronger understanding of what is needed for the strategies within the company (Hult, 2007). The concept of management that is a part of the training and development for individual employees then needs to expand to the management of leaders within the corporation. Without the right leadership level, there is the inability to maintain what is needed with the products and those who are working within the organization. The managers are not only required to look at the daily maintenance and needs that are a part of the organization. There is also the need to incorporate specific approaches in terms of motivation and changes that are a part of the organization. Having the right motivational levels and understanding of the requirements for the business then provides a different level of insight to those who are working within the corporation while providing a different level of knowledge to others. The requirement that is a part of the management is to use specific knowledge to assist others in the different developments which help to enhance performance and raise the standards within the corporation (Afiouni, 2007). The next level which is associated with the leadership is to turn the management of leaders into one which is able to look at specific situations and respond according to the specific needs. The main approach is one which is based on the ability to move into the right leadership role through training and development within the corporation. Currently, hard management is being used with the need to fulfill tasks. There is the need to change this into soft management, specifically which works in teams and builds innovation and motivation with the team. The main approach is one which can be developed with knowledge sharing and creating a new environment for the work structures. Knowledge based managers with skills of soft management, including those working in the outsourced area, then provide a different level to how the different products are produced and what is required for continuous manufacturing and responses that are associated with the level of performance in the company (Yang, 2007). The last strategy to implement with the changes in the corporation is to expand the available roles and employees. Adding in a marketing manager, looking at new customer service representatives and finding qualified individuals to monitor what is needed with the different products is one which can help with the individual performance management while balancing the needs within the corporation. By doing this, there is the ability to create and implement new possibilities while re-determining the necessary roles within the corporation. The strategy that is developed with the new roles not only helps with balancing the performance and helping with the management initiatives. There is also the ability to expand this into new developments and implementation while creating a specific set of initiatives based on working with the new roles for further vision with the company. There will be the ability to monitor and help with the performance while working into expansion with the fashions that are available. The more in which human resources are used efficiently for performance, the easier it will be for the performance to assist in the growth and development of the corporation (Ukko, Rantanen, 2007). Conclusion and Recommendations The different alternatives which are required for Jinkin Jeans can assist with building and developing a stronger structure for the growth of the company. Training and development for employees, extra options for management and leadership and additional individuals to fill in the gaps all will help with the human resources within the corporation. The result is one that will continue to enhance the performance of the company while providing more options for growth and development with the fashion that is a part of the corporation. More important, there will be the ability to create new initiatives with the right human resources that will allow the company to not only mainstream the different products available, but also which will help to continue with the development and innovations that are a part of the corporation. By doing this, there is the ability to build and develop a deeper responsibility and focus on the vision of the company while beginning to change the corporate environment established. The first recommendation that is required with the company is not only based on the strategic plan offered. There also needs to be a set of initiatives which link directly to the corporate culture and the developments which have occurred. Currently, the corporate culture is one which does not provide for innovation or development. If the training and development for individual management performance does not offer a change in corporate culture, then there won’t be an overall change. This is required to develop through the attitudes of employees and management as well as the approach which is taken through the training and development. More important, it is required that those who are coming into the company look at the different programs and fit into the changing corporate culture. This will help to provide a stronger environment while initiating more responses with those that are a part of the culture (Zigurs, 2003). The corporate culture established by Jinkin Jeans needs to look at two aspects. The first is the psychological contract and the other is how this links to change management. As the corporate culture begins to change with training and development as well as new initiatives, are also other areas of resistance which may occur. To change this, there is the need to look at the problems with the change that may come from employees. Looking at ways to change the way in which this is approached and considering the different influences is essential. This is based on individual beliefs, cultural differences and the development of the corporate culture. Instead of creating a threatening environment, a psychological contract can be made by helping employees to not only recognize the change but also to become committed to the alterations which are being made for their own benefit. By communicating this through training and development and creating incentives to help with the changes will provide a set of better results while moving through the different process (Herold, 2007). The last recommendation with the changes which are occurring among Jinkin Jeans is to look at the monitoring of the corporation. Continuous evaluation, monitoring and analysis of the situation can help to continuously change and develop what is needed within the corporation. Doing this with the appropriate responses is one which can help to develop positive changes while assisting with the adaptation that is required within the different needs of Jinkin Jeans. The vision is one that is based on creating sustainability within the company first, specifically with training and development and implementation of new roles. Combining this with an alteration in the corporate culture requires monitoring and evaluation. If there are any levels of resistance or problems, there will be the ability to immediately establish changes while continuing to develop the change. The result will be a simple shift that allows for an alteration in the overall performance from individual management (Dunphy, 2011). References Afiouni, F. (2007). “Human Resource Management and Knowledge Management: A Road Map Toward Improving Organizational Performance.” Journal of American Academy of Business 13 (1). Dunphy, D, A Griffiths. (2011). Organizational Change for Corporate Sustainability: A Guide for Leaders and Change Agents of the Future. Routledge: New York. Herold, DM. (2007). “Beyond Change Management: A Multilevel Investigation of Contextual and Personal Influences on Employees’ Commitment to Change.” Journal of Applied Sciences 13 (5). Hult, GTM. (2007). “Strategic Supply Management: Improving Performance through a Culture of Competitiveness and Knowledge Development.” Strategic Management 17 (1). Just Style. (2011). “Jeans Marketing Intelligence.” Retrieved December 11, 2012 from: http://www.just-style.com/store/samples/uk_%20jeans_market-sample.pdf. Paul, AK. (2003). “Impact of People Management Practices on Organizational Performance: Analysis of a Casual Model.” Journal of Human Resource Management 31 (2). Samson, Danny, Mile Teriziovski. (1999). “The Relationship Between Total Quality Management Practices and Operational Performance.” Journal of Operations Management 17 (4). Ukko, J, H Rantanen. (2007). “Performance Measurement Impacts on Management and Leadership: Perspectives of Management and Employees.” International Journal of Production Economics 110 (1). Yang, Jen –Te. (2007). “Knowledge Sharing: Investigating Appropriate Leadership Roles and Collaborative Culture.” Tourism Management28 (2). Youndt, MA. (1996). “Human Resource Management, Manufacturing Strategy and Firm Performance.” Academy of Management 51 (2). Zigurs, I. (2003). “Leadership in Teams: Oxymoron or Opportunity?” Organizational Dynamics41 (2). Read More