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Clipperful Plastics

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  1. Introduction
  2. The impact of the HR strategy at Clipperful Plastics
  3. Barriers to communication at Clipperful Plastics
  4. Organizational culture at Clipperful Plastics
  5. Conclusion
  6. Recommendations
  7. References

The strategic managing of Human Resources has an enormous impact on today's organizations' performance. There is a relationship between the business strategy and HR strategy and the company's success depends on how well they fit to each other. This assignment focuses on the influence of the HR strategy on an enterprise called Clipperful Plastics and explores the way in which an appropriate HR strategy could assist the company in the achievement of its organizational objectives. It also studies the positives and negatives caused by implementation of the combination of cost leadership business strategy and low commitment HR strategy. In addition, Clipperful changes its business strategy to differentiation. This assignment suggests the high commitment as the HR strategy which best fits to the differentiation and proposes some useful measures for the company to take in order to ensure best contribution of the HR strategy to the overall Clipperful's performance.

This assignment also takes a further look at the existing barriers to communications at Clipperful Plastics and their influence on the company. It identifies a number of barriers to communication at the company, including lack of information, lack of feedback to the shop floor workers, cynicism among the employees, the leader's ability to communicate effectively and to convince and the leader's ability to listen. It also suggests possible ways to overcome these obstacles.

The organizational culture is also explored. Possible ways of changing the culture are considered. The assignment assumes that organizations are not homogeneous and many various cultures, which are known as sub-cultures, could exist in a single organization. As the strategic change is assessed to be difficult and time-consuming, it is proposed to establish a new, counter sub-culture as a best way of cultural change that contributes positively to the achievement of Clipperful's aims.

[...] Provide career development opportunities. If a higher position becomes available, first look internally and if there is an appropriate person, offer a promotion to him/her. Establish 2-way communication by organizing quarterly meetings between the top management and the shop floor workers. Encourage employees to share ideas and ask questions. Line managers to hold weekly discussions with their teams concerning the results' reports and suggestions for improvement. Each team member should be encouraged to share its opinion and proposals. Create and inculcate a new sub-culture. [...]

[...] On the other side of the coin, the very low morale and highly disengaged workforce have started to cause some problems. There have been a large number of customer complaints. This is certainly an early warning signal and should draw the management's attention. Clipperful Plastics had just three key customers and the contracts with each of them were close to their end date. So it was crucial for the company to renew these contracts and respectively to keep its major clients. But the huge number of complaints was raising doubts concerning Clipperful's survival. [...]

[...] and Barocci, T.A Human Resource Management and Industrial Relations. Boston: Little Brown. Leopold, J. and Harris, L The Strategic Managing of Human Resources, 2nd ed., Harlow: Pearson Education Limited Mintzberg, H. and Quinn, J.B The Strategy Process Concepts, Contexts, Cases, 2nd ed., Englewood Cliffs: Prentice-Hall. Porter, M Competitive advantage creating and sustaining superior performance. New York: The Free Press. Schuler, R.S. and Jackson, S.E Linking competitive strategies with human resource management practices. Academy of Management Executive, 209-213. Smythe, J The changing role of internal communication in tomorrow's company. [...]

[...] The conclusion, that his upper mentioned ability is insufficient, is proved by the fact, that although most of the company's 90 managers have come from the shop floor which is the best evidence for providing a career opportunity at Clipperful, the shop floor workers don't feel they have opportunities to develop and have a career at the company (p.7). This fact raises some serious questions about West's managerial abilities. And this raises doubts concerning his ability to implement successfully the new business strategy at Clipperful Plastics. But problem could be solved by finding an appropriate person, who possess sufficient abilities to cope with these duties, and delegating a significant part of communication tasks to him. [...]

[...] It could be a powerful tool for motivation of the staff. Reward management should not be considered just as a decision making process concerning giving a certain amount of money and other benefits to a certain number of employees. The bonuses might be used to set the company's priorities and invisibly to direct the workforce to follow them. As Clipperful's main aims are eliminating the complaints and renewal of the contracts with the key customers through improvement of the quality, a new, varied reward policy based on group performance in terms of quality could be very useful. [...]

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