The paper "International Human Resource Analysis - the King Choice Soft Drinks Company' is a perfect example of a human resources case study. The King Choice soft drinks company is a real global firm whose main products are recognized worldwide. The firm organizes and structures itself in a manner that reveals the fact that it is a global firm. Additionally, the firm strives to meet the specific requirements of regional markets sensitively which is also shown by its structure. This paper analyzes the structure and organization of king Choice soft drinks Company with a bias on the human resource management of the company.
It also evaluates the viability of opening a new branch of the company in China. This is done by analyzing the socio-economic institutional mechanisms and employment/HRM systems of China to find out what human resource management practice needs to be transferred to the subsidiary branch (Golding, 2010). A global and local strategy King Choice Soft Drinks Company is one of the largest beverage firms and is one of the leading firms in terms of producing and marketing soft drinks.
The company markets soft drink brands such as KC Diet drink, KC Super drink, and KC Super cool. The success of the firm is based or is dependent on five main factors. The company has a unique and recognized brand which is easier to market in the global environment. The firm also produces high-quality products and is consistent in providing the highest quality possible of its products to its customers. In marketing, the company is ever determined to deliver creative and innovative marketing policies globally. Another factor is that the company ensures that its products are easily available to its customers worldwide.
The last factor is that the firm has an ongoing innovative program that ensures that it effectively meets all its customers’ needs. It has started marketing and producing products such as KC Diet drink which takes care of the customers’ health status (Storey, 2007). Although king Choice soft drinks Company operates on an international scale, the firm actually operates in local environments around the globe with each state having its own distinctive needs and requirements. The company’ s main objective is to ensure that its main drink King Choice Super drink gains worldwide recognition and to ensure that it is sold and enjoyed by every consumer.
The main challenge that the firm is facing at the moment is to ensure that it establishes an organizational structure that will ensure that it achieves its global and local strategy (Paauwe, 2009). Structure vs. structure A company’ s strategy is its plan for the entire business that determines how the firm will use its major resources. A company’ s structure is the manner in which the various sections of the organization link together internally.
It also covers the association with external organizations like the partners. Fro a company to accomplish its plans, the strategy and the structure must be linked appropriately. The main objective of King Choice Soft Drinks Company as one of the leading marketers of soft drinks is to provide consistent and profitable growth and to exhibit the highest quality products and processes. To achieve this objective, the firm has established several strategic priorities and has implemented these into every aspect of its business. Some of these strategic priorities include increasing the growth of its carbonated drinks and expanding the family of products that it produces.
It is also determined to expand its profitability and capacity of growth in terms of bottling and creativity in serving customers (Becker & Gerhart, 2006). The firm has been investing intelligently in marketing growth and is making cost-effective practices using technology and large scale production to control costs. The company management also makes efforts to enable people to achieve extraordinary results every time. Organization structures need to be put in place in order to achieve the objectives of the firm.
These structures involve combining suppleness of decision making and the sharing of best ideas in the entire company management with appropriate levels of management and control from the central point. The company just like other modern international firms has established flexible structures which wherever appropriate encourage teamwork (Kochan & Barocci, 1995). Every time the company launches a new product, it brings together teams of employees with various expertise to ensure that the launch is successful. At such forums, marketing specialists elucidate the findings of their market research and testing, food technologists describe what changes need to be implemented and describe the type of products that are viable.
Financial experts also provide reports on the cost implications of a change to facilitate the launching process (Delery & Doty, 1996).
Armstrong, M. 2006. A Handbook of Human Resource Management Practice (10th ed.). London: Kogan Page
Personnel management". 2005. The Columbia Encyclopedia (Sixth Edition ed.). Columbia University Press.
Golding, N. 2010. "Strategic Human Resource Management" .Human Resource Management A Contemporary Approach, FT Prentice Hall
Storey, J. 2007. "What is strategic HRM?" in Storey, J. (2007) Human Resource Management: A Critical Text, Thompson
Paauwe, J. 2009. 'HRM and Performance: Achievement, Methodological Issues and Prospects' Journal of Management Studies, 46 (1)
Pfeffer, J. 2004. Competitive advantage through people, Harvard Business School Press
Becker, B. & Gerhart, B. 2006 'The impact of human resource management on organisational performance' Academy of Management Journal 39 (4) 779-801
Kochan, T. &Barocci, T. 1995. Human Resource Management and Industrial Relations, LittleBrown
Delery, J. & Doty, H. 1996. 'Modes of theorizing in SHRM' Academy of Management Journal,
Prahalad, C. & Hamel, G. 1990. 'The core competences of the organisation' Harvard Business Review
Kotler, P. 2008. "Marketing defined". Principles of marketing (5th ed.). p. 7. http://books.google.com/books?id=6T2R0_ESU5AC&lpg=PP1&pg=PA7#v=onepage&q =&f=true.
Adcock, D.2001. "Introduction". Marketing: principles and practice (4th ed.). p. 15. http://books.google.com/books?id=hQ8XfLd1cGwC&lpg=PP1&pg=PA15#v=onepage& q=&f=true. Retrieved 2011-01-11
Dev, C. S. & Don E. S. 2005. "In the Mix: A Customer-Focused Approach Can Bring the Current Marketing Mix into the 21st Century". Marketing Management 14 (1).
Joshi, R. M., 2005. International Marketing, Oxford University Press, New Delhi and New York
Paul H. S. 2007. Sales Process Engineering: A Personal Workshop. Milwaukee, WI. p. 23
Guest, D. 2000. Individual Performance to Business Strategy: the People Process Model, Human Resource Strategy: Corporate Rhetoric and Individual Reality, Oxford: Oxford University Press,
Armstrong M, 2003, A Handbook of Human Resource Management Practice, London: Kogan
Marchington M, W., 2002, People Management and Development-Human Resource Management at Work, London: Charted Institute of Personnel and Development.
Pfeffer, J., 2004, Competitive advantage through people, Boston,Mass: Harvard Business School
Schumpeter, J. A. 2001. History of Economic Analysis. London: George Allen & Unwin
Perez, C. 2002. Technological Revolutions and Financial Capital: The Dynamics of Bubbles and Golden Ages
Hansen, A. H. 2000. Business Cycles and National Income. New York: W. W. Norton & Company
Summers, L. H. 2000. "Some Skeptical Observations on Real Business Cycle Theory". Federal Reserve Bank of Minneapolis Quarterly Review 10 (Fall): 23–27.
Beaudreau, B. C. 1996. Mass Production, the Stock Market Crash and the Great Depression. New York, Lincoln, Shanghi: Authors Choice Press.
F. Burns & W. C. Mitchell, 2000. Measuring business cycles, New York, National Bureau of Economic Research
Eckstein, O. &Allen S. 1990. "The Mechanisms of the Business Cycle in the Postwar Period". In Robert J. Gordon. The American Business Cycle: Continuity and Change. University of Chicago Press.
Paul ,M., &Marx K. 2001.The Limits of Mixed Economy, Boston, Porter Sargent
Kondratieff, N. D. &Stolper, W. F. 2000."The Long Waves in Economic Life". Review of Economics and Statistics (The MIT Press) 17 (6): 105–115