The paper "Flextronics Human Resource Management" is a good example of a management case study. Cultural diversity and management in the cross-cultural environment provide a key challenge to business managers and owners across the globe. On the other hand, training of employees in different cultures, in line with organizational structures and policies is also challenging (Broyles, 2010). In this way, the following paper seeks to discuss the Flextronics case study and provide different ways of managing in diverse culture and offering training to employees in order to meet individual and organizational goals. Case Study: Flextronics Flextronics, which is headquartered in Singapore, is a leading electronic manufacturing service across the globe.
The company was started in 1969 and it has more than 162,000 employees while its annual revenue is over US$ 30 billion since 2008. Accordingly, most of the manufacturing capacity of Flextronics is situated in low-cost countries such as Hungary, Brazil, China, Ukraine, Malaysia, Mexico, India, and Poland (Broyles, 2010). Flextronics provides a wide range of manufacturing services including design and end to end vertically integrated services on the supply chain. Notably, the company operates in seven different markets, which include computing such as handheld computers, manufacturing such as mobile communication devices, networking equipment, and computer digital devices such as cameras.
Further, Flextronics offers services in marine, automotive, and aerospace such as bar code readers. In addition, the company provides medical devices such as telemedicine devices among others. On the other hand, through electronic designs, the company is able to not only build but also ship completely packaged goods for its organ equipment manufacturer clients such as Microsoft for the consumer electronic products such as X-box.
Other clients provided with complete packaged products include Sony Ericson, Hewlett Packard for its inkjet storage and printer devices. Finally, Flextronics manufacturing also offers free and after-sale services in order to support its end-to-end needs of the customer supply chain (Foysk, 2015). Understandably, in early 2000, the operations of the Flextronics Central and East European were headquartered in Vienna Austria. the operations primarily cover Hungary and Austria but with the expectation of expanding to other countries such as Ukraine. Notably, the operations in Austria consisted of a well-trained workforce and functioning work routines.
However, the services in the newly started operations in Hungary had some start-up problems such as less experienced workforce and high fluctuations (Foysk, 2015). At the same time, since the sales market was volatile, the company had to devise ways of adapting to the high capacity needs of production. In reference to the above issues, the Human Resource Director of the CEE region decided to lobby internally for the establishment of the Flextronics Academy, which would later be implemented to solve these problems among others.
The academy was launched with the aim of not only providing technical skills but also soft skills to the employees. Additionally, with the help of consultancy firms, the company also started a high potential programme that was aimed at providing training for the future cadre of line managers. In this programme, the company intended to provide selected individuals with leadership and other human resource management skills. After establishing the above program, it was felt that cultural diversity in the company had to bed addressed by providing cultural specifics as an important element in the programme.
As one of the issues related to cultural diversity, it was observed that a Hungarian was unlikely to stay in the company or continue with the programme for some time. At the same time, the company was facing stiff competition from other players in the industry as well as high fluctuations even with little increase in compensation(Foysk, 2015). Notably, the cost of production would bed higher since some employees were leaving the company to work for other competing firms. In addition, communication and learning processes were different between Austrians and Hungarians.
For example, it was observed that there was a significant difference in the directness and interpersonal behavior between these two cultures. Accordingly, Austrians preferred expressions that are more direct and keeping distance while communicating compared to their Hungarian counterparts. The difference in cultural behaviors made it challenging to have an integrated and effective learning process between Hungarians and Austrians.
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