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Project: IKEA Company - Essay Example

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Project: IKEA Company Business Management Case Study Contents Page Background…………………………………………………… 3 Introduction……………………………………………………6 Problem/Issue…………………………………………
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Project: IKEA Company
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Project: IKEA Company

Download file to see previous pages... ..…...…18 Post-Intervention Data Collection: ……………………..…..19 Conclusion and Recommendations……………………....….20 Works Cited……………………………………………..……23 Harris Kamran Business Management Case Study 16 July 2011 Project: IKEA Company Background: Many factors play a role in the growth and development of a multi-national company, ranging from administrative (Lebrenz) to cultural and socio-economic aspects of an organization. As the company size and scope increases, the issues regarding its management increase in their dimensions, and more complex and advanced models and approaches need to be applied in order to cater to the expanding horizons of the company. Such a company can be viewed as a person; as the person grows and matures, his needs increase both in amount and complexity. Also, due to the interactions with society, which increases in frequency and changes in nature, there is a need for an ever-evolving approach to the changing dimensions of that person. Same is the case with companies. As they expand and especially when they venture towards a multi-national status, there needs and organization evolves radically and quite quickly. Hence, there is a need for a management approach that is open to change and prone to improvement, and that has the flexibility (Lebrenz) to accommodate the different sets of values and methods that become critical to the company’s financial and organizational health. In the absence of such an open-ended approach, there is the dire threat of the collapse of the company, or in the least, a hampering of its expansion, growth, profits and revenues. The kind of methods employed by the company depends upon its administration, that is, the managerial body (Lebrenz) and the other parties that are in authority, such as the stakeholders and partners (Armitstead). This is especially true in the cases of conventional, hard edged companies (Truss) that believe in the dictum of ruling and being ruled (Truss). That is, the management holds the supreme authority, while the workers are answerable to their bosses, and hold limited say in matters (SRDS). For such companies, it is the management (SRDS) that determines the climate and culture of the company, which is essential for its continued success as a business (Lebrenz). This is where human resource management comes into play. This concept is relatively new as compared to the other concepts of company management (SRDS). The need to develop this new field of study was the expansion of companies globally, which was influenced by the sudden bloom in the globalization (Lebrenz) of businesses in the recent years. What was first considered a local or indigenous business was suddenly exposed to the whole world, in a manner of speaking, and suddenly it was not isolated anymore. Many other factors started exerting their pressure on the company, which needed a new approach to handle the radical shift of globalization (Lebrenz). Suddenly, it was not enough to consider the company as a business only, with people working as a resource (VentureOutsource.com). The change in view meant that the company was more humanized in its existence, that workers were considered as humans first and workers second (VentureOutsource.com). Of course, this approach meant that new departments would have to be created in the companies just for the handling of the new entity of human workers. Such a department was that of human resource ma ...Download file to see next pagesRead More
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