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Strategy Application in Marketing With Human Resources

Organization Description

Riordan manufacturing Inc is a successful company that was established in 1991. It has expanded its operations from a research and development company to a plastic manufacturing company. The company prides itself on having a large customer base and manufacturing plants in China, San Jose, Georgia and Michigan (Chamberlain 2009).

Purpose and key characteristics

This expansion and apparent success may be attributed to the organization’s commitment to R&D, customer satisfaction, quality management, employee satisfaction and clear vision of the future. This is clear from the company’s mission statements. However, to further enhance and maintain this success Riordan Manufacturing Inc. intends to take advantage of more sophisticated, state of the art information systems technology in its HR department. This is successfully achieved if the right information is gathered to determine what is technology would best enhance the achievement of the company’s mission.

Strategy Description

Translating Strategy application in Marketing into Human resource practices proves to be of assistance in a company in three ways. First, the company can become accustomed to changes for the reason that the period from the conception to the carrying out of a strategy is abridged. Secondly, the company can better fulfill increasing customer demands for the reason that its customer service policies have been interpreted into specific courses of action and practices. Third, the business can pull off pecuniary performance through its more efficient carrying out of strategy (Black 2008).

Evaluation

In to the point analysis, a strategic point of view of human resource management that brings forward the need for synchronized consideration of both peripheral business policies and domestic constancy prerequisite leads to better quality performance of the business.

Strategy Application

This performance advantage can be obtained by marshaling capital that actually backs up the business plan of actions and putting into operation the preferred approach, more professionally as well as efficiently. To make the most out of the full potential of the available human resources for the firm’s advantage. Leveraging other available assets such as physical possessions and resources to be a foil for and add to the advantage based on human resources (Dierickx 2007).

Application to HRM

Human resources would come to dominate and employees are again being viewed as a cost to be managed rather than an asset to be effectively deployed. By the contemporary strategy application in marketing, the perspective stress that human resource managers become strategic associates in business procedures playing potential roles instead of being passive managers reacting to the necessities of other business functions. Strategic human resource managers have required a change in their mindset from considering themselves as relationship managers to resource administrators knowing how to make the most of the full potential of their human resources.

Strategy Implications

The new class of Human resource managers is required to recognize and know how to determine the financial impact of their dealings, so as to be competent to make obvious the value-added contributions of their jobs. Human resource professionals turn out to be strategic partners when they involve themselves in the course of action of defining business approaches when they put forward questions that set in motion plans to action and when they formulate Human resource practices that bring in line with the business plans. By satisfying this role, Human resource professionals augment the competence of a business to carry out its strategies (Chamberlain 2009).

Assessment

The primarily important role of the Strategy application in marketing enactment by the company would interpret business policies into Human resource priorities. In any business background, whether corporate, well-designed, business enterprises or product line a policy exists either unambiguously in the formal course of action or document or unreservedly through a shared schema on priorities. As strategic associates, Human resource professionals should be to make out the Human resource practices that finally make the application of the strategy possible. The process of recognizing these Human resource precedence is officially termed as organizational diagnosis, a course of action through which a company is audited to make out its strengths and limitations.

Analysis of HRM and enable organizational change

Change Management is an integral part of the corporate fraternity these days and that too with reasons. In a general sense, it can be mentioned that Change management includes assessment of changes, implement the change, plan and attainment. Thus, the main aspects of Change management indicate two major points. One is to trace the change intricately and two is to support the procedure of the change and channel it into a proper course or utilize this change for the advantage of the corporation. However, Riordan manufacturing Inc. is not very efficient in formulating and implementing the concepts of change management (Dierickx 2007).

The cultural implication of the change initiative implies that the changes might go contradicting the expectations of the employees about the ways things need to be carried out. With respect to organizational behavior during a change, the cultural and structural aspects of an organization need to be considered as the basic issues. This can be based on the situational realism of those behavioral advances that exist both inside and outside the company but with fast-spreading companies like Riordan manufacturing Inc. fast change is obvious with cultural differences but there is always a conflict of culture no matter how much the administration tries to control.

The emphasis lies on conflict negotiations, the formation of coalitions and other groups with proper agendas caused by inadequate resources. This approach can be used when resources are limited and the goals and values of an organization are in conflict. Racial tension, as seen in Riordan Manufacturing Inc, departmental conflicts and placement of power in the wrong hands create problems in the company.

The directors of a company need to identify their principal constituencies so that their problems can be solved. Arenas that can eliminate differences through compromises need to be carried out. The similarities between the different groups need to be communicated so that they can be united against external enemies. Instead of solving various conflicts the focus of the political frame is on strategy and tactics and thus differences are created between members of a coalition (Black 2008).

According to organizational behavioral approaches and principles of change management, it is important that employees focus on vision and inspiration since this makes them realize the importance and meaningfulness of their work. Misunderstandings arise in cause-effect relations along with cultural diversity when goals become uncertain. For solving this problem, organizations need to raise their banners since they act as a common symbol creating a sense of loyalty among the members.

This is a form of symbolism that gives the institution a unique identity thus developing excellence, faith, care and belief between the members through ceremonies and rituals. Culture and personifications expressed by symbolic leaders provide cohesiveness and direction to all. However, frequent changes in the company make it difficult for the leaders to manage the entire situation effectively. However, with the proper formulation of HRM conflict management strategies with the success in marketing strategies the problem is solved.

References

Black, J. (2008). A practical but theory-based framework for selecting conflict management training methods. Human Resource Management 28(4), 511-530.

Chamberlain, K. (2009). Teaching & Learning Guide for Social Psychology and Media: Critical Consideration. Social and Personality Psychology Compass 71(6), 435-477.

Dierickx, I. (2007). Marketing Strategies and Sustainability of Competitive Advantage. Management Science 35(4),1504-1511.

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