Essays on Strengths, Weaknesses, Opportunities and Threats of Site Security and Secure Escort Case Study

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The paper 'Strengths, Weaknesses, Opportunities and Threats of Site Security and Secure Escort " is a good example of a management case study. The “ strengths, weaknesses, opportunities and threats” (SWOT) model can be used to analyse the strategic position of a firm (Bohlander & Snell 2010, p. 70). The tool helps to analyse the current as well as the future state of internal and external factors that affect the performance of a firm (Bohlander & Snell 2010, p. 70). Therefore, the SWOT analysis tool can be used to analyse the current state of affairs at Site Security and Secure Escort (SSSE).

The results can then be used to develop strategic approaches that can be used to transform the human resource function of the organisation. Deb (2006, p. 46) notes that under the strategic human resource practice approach, the human resource function is integrated into the overall strategic goals of an organisation. Hence, a similar approach will be used in this case. The following is a summary of the major “ strengths, weaknesses, opportunities and threats” for SSSE. STRENGTHS WEAKNESSES A wide range of services Disengaged employees The experience of the CEO and top managers in the industry Inappropriate corporate culture A broad client base Top-down management style OPPORTUNITIES THREATS Increasing global demand for security services Shortage of supply of skilled employees Clients who are willing to pay for services at premium rates Unhappy clients One of the key strengths of SSSE is that its top leaders, including the new CEO, have longstanding experience in the security services industry.

The CEO of the company has a track record of successfully managing different firms in the security industry. Besides, the senior staff members of the company have gained considerable experience while managing the operations of the company. Also, the company offers a broad range of security-related services.

Given that the company offers clients a wide range of services, it becomes easy for the company to diversify its operations by offering new but related services to its existing market. As well, the company has longstanding contracts with clients from different parts of the world. Hence, the broad nature of the client base is a form of strength for the company in two ways. First, it offers a level of insurance against possible fluctuations in demand.

Secondly, it helps the company to adapt its services to the changing needs of its different clients. The greatest weakness that the company faces arises from the interaction of its corporate culture and management style and how this affects the performance of the employees. The corporate culture of the company is characterised by a lack of cooperation among the senior staff, intolerance towards diversity and poor flow of information. On the other hand, the management style that is used within the organisation is based on top-down control. Zientara (2014, p.

46) notes that a top-down style of management is unsuitable for organisations in the current times because it does not allow for negotiations and concessions. As a result of the prevalent culture and management style, the level of employee engagement and performance within SSSE is low. The company also faces opportunities and threats. One opportunity arises from the growing demand for advanced security services by organisations across the world. Increasing levels of security threats are forcing companies to seek integrated security services. This presents an opportunity for the company to grow its business in new and existing markets.

However, the company faces threats arising from the interaction between shortages of skilled employees and the growing level of dissatisfaction among its existing clients. Skills shortage limits the capacity of the company to meet the needs of its existing clients as well as grow its business portfolio. Similarly, client dissatisfaction threatens the capacity of the company to grow its business.

References

Armstrong, M 2012, Armstrong’s handbook of human resource management practice, Kogan Page, London.

Bohlander, GW & Snell, S 2010, Managing human resources, Cengage Learning, Mason.

Whitney, D & Cooperrider, D 2011, Appreciative inquiry: a positive revolution in change, Readhowyouwant.com.

Deb, T 2006, Strategic approach to human resource management, Atlantic Publishers, New York.

Gilani, MHN, Zadeh, MS & Saderi, HR 2012, ‘The role of strategic human resource management in creation of competitive advantages (case study: a commercial organisation in Malaysia), International Journal of Business and Social Science, vol. 3, no. 16, pp. 225-238.

Knight, R 2011, Employee engagement: A study of employee engagement at Topaz’s south Dublin region service stations, Master thesis, National College of Ireland, viewed 13th December 2016, .

Markos, S & Sridevi, MS 2010, ‘Employee engagement: the key to improving performance,’ International Journal of Business Management, vol. 5, no. 12, pp. 89-95.

Rothwell, WJ & Kazanas, HC 2003, The strategic development of talent, Human Resource Development, New York.

Thomas, EC 2006, ‘Appreciative inquiry: A positive approach to change,’ viewed 13th December 2016, .

Torrington, D, Hall, L & Taylor, S 2005, Human resource management, Financial Times Prentice Hall, London.

Williams, RS 2002, Managing employee performance: design and implementation in organisations, Cengage, Mason.

Zientara, P 2014, Human resource management in emerging economies, Routledge, London.

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