Essays on International Organizational Consultant Case Study

Tags: Survey
Download full paperFile format: .doc, available for editing

The paper "International Organizational Consultant " Is a wonderful example of a Management Case Study. Norge Portugal, headquartered in Lisbon, is a fairly new company that is being established nine years ago with the aim to provide, install and maintain sophisticated equipment to textile manufacturers in Portugal. The subsidiary believed in providing ‘ total service to the customers’ to its small but very profitable customer base, thereby providing an excellent reputation to the company. The firm has a small employee size of 57 employees with well-etched departments that looks after specific job functions such as sales, service and maintenance, customer control, and administration.

The company had a very traditional manner of working that focused on being more as a ‘ family’ rather than an organization. Thus, when Joao Silva, the administrative director of the organization, joined the company he decided to make several changes in the HR policies to provide a structured and organized character to the firm. Although, his efforts were noble and aimed at creating revenue- and performance-driven organization, the lack of insight into employee behavior and its effect on the customers were mostly ignored which might result in problems and issues in the future.

This paper, therefore, would focus on some of the major issues that the organization may face due to the changes in HR policies and provide recommendations to rectify them. Case study analysis: Main issues After joining the organization, Silva undertook many HR-related changes to regularize the HR practices and policies within the organization. He started with stabilizing the pay and benefits system in the company during his first year and creating organization chart and written descriptions along with evaluating the jobs in the later years.

He considered himself to be a man of action and pragmatic, who had an analytical mind and an orientation toward results. He asked managers and supervisors to document the job roles and asked them to submit by the deadline or they would face a pay cut. Despite complaints, everyone submitted the documents on time. This might have been the first seeding of the dissent in the organization, where so far employees were given the authority to work as per their convenience and provided team support.

They were not threatened with pay cuts for not meeting with deadlines. Such a step would have created disagreements with the management and the first step towards considering the management as anarchic that did not believe in empowering its employees (Garavan 2007). This was a key point that the climate survey later revealed. Silva also undertook a thorough job evaluation process and found that there were too many job grades and suggested to reduce them and make fewer distinctions between jobs. The management took this decision on its own without involving the employees.

The ‘ family’ culture of the company was breached by Silva, who undertook the decision along with the management on its own without consulting the employees or the managers. Traditionally, the employees were comfortable with the present grading system but Silva’ s decision to change the system without their consent or feedback and imposing the decision on the employees would have resulted in widespread disapproval and de-motivation within the company (Wright & Kehoe 2008).


Afiouni, F 2007, “Human Resource Management and Knowledge Management: A Road Map Towards Improving Organisational Performance”, Journal of American Academy of Business, Cambridge, 11(2), 124.

Buchen, I H 2007, Partnership HR: new norms for effective recruitment, performance, and training of today's workforce, Davies-Black Publishing, Mountain View, CA

Chang, I-W & Kleiner, BH 2002, “How to conduct job analysis effectively”, Management Research News, 25 (3), 73-81.

Cook, M 2009, Personnel Selection: Adding Value Through People, Wiley, Chichester, England.

Garavan, T. N. 2007, “A Strategic perspective on human resource development”, Advances in Developing Human Resources, 9 (1), 11-30.

Härtel, CEJ, Fujimoto, Y, Strybosch, VE & Fitzpatrick, K 2006, ‘Human Resource Management: Transforming Theory into Innovative Practice’, Pearson Education.

Ismail, W. K. W. & Long, C. S. 2009, “Analyzing the strategic contributions of HR professionals: A framework for developing future leaders”, Interdisciplinary Journal of Contemporary Research in Business, 1(1), 116-135.

Lengnick-Hall, M. L., Lengnick-Hall, C. A., Andrade, L. S. & Drake, B. 2009, “Strategic human resource management: The evolution of the field”, Human Resource Management Review, 19, 64-85.

Ramlall, S. J. 2006, “Strategic HR management creates value at target”, Journal of Organizational Excellence, Spring: 57-62.

Wei, L. 2006, “Strategic human resource management: Determinants of fit”, Research and Practice in Human Resource Management, 14 (2), 49-60.

Wright, P. M. & Kehoe, R. R. 2008, “Human resource practices and organizational commitment: A deeper examination”, Asia Pacific Journal of Human Resources, 46 (1), 6-20.

Download full paperFile format: .doc, available for editing
Contact Us