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The case study demonstrates how the ICRC established a strategy that promoted employees into management and ensure that there is continuity of the values and tradition of the organization’s method of management (Forsythe, 2005). The restructuring provided a new dimension of management in ICRC, which would ensure that employees are encouraged to work for the company. The case study illustrates the importance of continuity in an organization and establishing a system of promotion as a method of motivating employees. Initial Problems in Management Prior to 2007, the International Committee of the Red Cross (ICRC) utilized a poor structure of management, which did not foster any form of development. The problem stemmed from the ideology of employees working in the same group for less than a year. From the on-set, it was evident that the company’s strategy was flawed, because employees were often re-assigned or placed in new teams on regular intervals, which limited their ability to develop important skills relevant to the ideologies of the organization (Deresky, 2008). ...
The latter can identify a problem of a person, give advice and the person can change their behavior. This illustrates development using a co-worker. However, constantly changing groups will limit the aspect of a person being able to receive tips or advice on how they can change certain elements of how they operate. This was the main problem that demonstrated the poor management strategy implemented by the ICRC prior to 2007. (Merson, 2006) Another problem stemmed from the aspect of bias in the organization. ICRC was originally considered a ‘Swiss Company’, hence their focus related to having Swiss individuals in high positions in the organization, regardless of qualification. This proved to be a hindrance for several employees, who were eager to move on if they found promotion close to impossible. The bias influenced the development of the organization, because on Swiss individuals had a chance of becoming managers in the company. Another problem was ICRC was gender bias. ICRC focused on promoting male individuals to higher positions in the organizations, the Swiss males were the only individuals that would last for a long time in the field before gaining promotion in the firm, and it limited the women’s ability to develop any adequate experience in the field. The main management strategy focused on Swiss males, and it pushed other employees to work short-term for the ICRC. (Forsythe, 2005) The Restructure of Management In 2007, ICRC developed a strategic plan, which was intended to last the following three years. The organization focused on improving the Human Resource Management (HRM) to employ quality managers. ICRC concentrated on three aspects: accountability, multidiscipline, and
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The author explains that the Assembly is made up of 25 members who are of Swiss nationality. The organization is currently chaired by Jakob Kellenberger, Ph.D. It also has two vice presidents to who assist the chair. The Directorate is made up of five members. The Directorate is headed by a Director-General.
This report will focus on what types of communications are used by the International Committee of the Red Cross (ICRC)in order to communicate with its consumers. Further, there will be an analysis of what types of communication is more beneficial for the organization to effectively reach to their target audience.
Ratan Tata as he decided to make a car to target the low cost families and finally has become existent. Although being a lengthy procedure and time consuming option but due to strong will and decisive efforts of Mr. Ratan Tata, it was finally designed with an attractive shape.
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