Case Analysis: Auto No. 1 Inc.



Case Analysis: Auto No. 1 Inc.

Introduction

Organizational change is generally important for the transformation of the company. These modifications, or changes in existing business system in accordance with established procedures, may affect different parts of it. The change also provides for the effects of these transformations. Change occurs wherever there is a need for its introduction. It is also the ability to adjust the pace of change and the methods of their introduction to the changing feelings all the time employees. The change can affect different aspects of the business. The change is not a single event, after which overnight results are visible. This is not a one-off, after which the solutions are applied suddenly, without viewing before. The change must be part of the company, to penetrate into its structure. This paper will discuss how the Vice President of HR at Auto No. 1 Inc. will deal with the relocation of factories from Australia to overseas.

Discussion

Companies that obtain sustainably good results and become successful have two common characteristics: Firstly, the ability of managers and teams to change rapidly in response to changes in the environment and business strategy, with other hand, a strong desire to develop and constantly adjust their human capital. Indeed, the strategy implemented in response to changing environment is to achieve the expected results through transformation programs that must rely on the support of employees in the vision, the commitment of managers and the identification and effective management of talent (Catalyst, Inc.1983).

Therefore, the HR function needs to modernize and rethink its position and its contribution to business issues, seek to optimize its organization. The role of human resource managers as agents of change is vital to understand the objectives and benefits of the process and to properly size any conflicts, transforming power resistors for change, especially if it involves introducing deep cultural changes. In this sense, HR managers and top management should not act merely as a conduit of direction, but must adopt a more proactive role and embrace autonomy. Conclusively, HR managers could play a mediating role, without losing reference to the objectives of management, in case the conflict paralyzes the process or threatens to derail its results.

The people involved in a process of change need to know clearly what is happening in their organizations. Human resources managers must bring order to the chaos and clear the ambiguity. If we compared its role to that of a translator, we would say that HR managers could perform better performing and more literal translation, which faithful to the letter of the original author, but the text must adapt to the characteristics of the language spoken by the audience. Following the spirit more than the letter, human resources managers will convey the original message more faithfully and effectively. Therefore HR managers must strive to build trust, to solve problems and implement action plans that lead to the process of fruition, particularly when conflicts lead to deadlocks. Human resources managers should help clarify the ...