Adjusting to the Competitive Market Conditions - Assignment Example

Currently, merely utilization of existing knowledge is not enough because the market environment constantly changes and this demands the development and improvement of personnel skills. Being a relatively stable and hierarchical company, Bonduelle should realize that professional development and renewal of the knowledge base are not optional anymore, these activities are imperative for the prosperity of international organizations. Especially employees’ developments and training along with management of the culture become important in the conditions of Bonduelle’s transformation from a vertical structure of power to a matrix type of organizational structure, which supposes a decentralized decision-making process and delegation of crucial responsibilities. Explicit HR measures for recruitment, development of people, and management of the culture help employees improve their professional skills, raise productivity and job effectiveness, gain promotions and self-realization, increase motivation, and benefit business in general. Bonduelle needs to follow the formula of successful HR management, which states that a mix of knowledge creation and innovations encourage competitive advantage (Vemić 2007). It is recommended to provide training, round tables, a support network, and available reading materials so that each employee may improve their knowledge and skills to contribute to the entire organization (Abadiano & Turner 2004).

Question 10

Rapidly developing globalization, an increase in demographics, emancipation and widening of women's role in the professional sphere, appreciation of ethnicity, culture, and traditions, liberalization of society, and legally democratic treatment to employees have given birth to such notion as "diversity", which is still a great challenge in Bonduelle's organizational structure (Shen et al. 2009). Even though one-fourth part of the entire managerial staff consists of foreigners, the executive board still stays homogenous being represented mostly by French males. According to Keil (2005, p. 38), diversity should not be accepted as an active standard program with clichés because its meaning is much more significant identification of 'the open, inclusive, creative company culture respecting the uniqueness of everybody and tapping the resources of its employees'. In this respect, diversity leads to the rise of creativity and exchange of experience which are beneficial factors for the working environment and business processes. To introduce more diversity in Bonduelle, first of all, it is suggested to open access to the highest managerial positions for public scrutiny. Outside candidates for such positions may bring new views and ideas to the company's strategy under the influence of previous experience and cultural peculiarities. In addition, it is recommended to implement international internships and temporary recruitment projects to attract foreigners. It would be helpful to promote and transfer senior managers from local subsidiaries to the headquarters of the company or relocate them to offices in other countries so that they could exchange experiences and contribute to different visions and diversified business proposals. Round tables, brainstorming, training, and job swap can help outsiders adjust to the company's culture more easily. In addition, an electronic platform with full information about the company's history, performance, brands, financial results, and organizational structure along with job description, requirements, and responsibilities of different positions should be available for each employee to have a clear presentiment about the company and existing career opportunities.