SEMCO

Creation of a Work Based Human Resource Development Case Study of SEMCO SA (Brazilian Company)

[Name of the Institute]

Creation of a Work Based Human Resource Development Case Study of SEMCO SA (Brazilian Company)

Introduction

This paper will discuss the organization known as SEMCO. It will discuss its strategic position, the Human Resource Department problems, and the strategic implication for solving these problems.

Background of SEMCO

SEMCO is a Brazilian company which manufactures different products, with different categories. It does not only produce different products, but it also provides the internet services, and the competitive environment. In then decade of 1950 Brazil was rapidly growing economy. Ricardo Selmer's father was an Australian, who born engineer Antoni Curt Semler attracted by Brazil economy (Chaddad 2000, pp. 12-24). Antioni Curt Semler erected manufacturing unit of Centrifugal Pumps in Sao Paulo. Company became the market leader within a decade due to contract with military to provide marine pumps.

SEMCO, the company started to provide pumps to national shipbuilding plan that, got supported by Brazilian government. Ricardo Semler was the youngest ever MBA graduate from Harvard school of business, returned to SEMCO and company to work with his father (Daft 2009, pp. 504-512). According to Ricardo Semler CEO SEMCO group of industries, one of the most interesting work place in the world is SEMCO. SEMCO got established in 1953 in Sao Paolo, with pursuit distilled on the marine development for 90%. Ricardo Semler's father, then head of the structure, faced the proposition of his son, which he agreed to and convey the power for 3 weeks. It was an enough time to Ricardo Semler to start a thorough amendment of the running modes, the dismissal of managers, too antagonistic to change are gigantic naval pursuit open to the diversification, and 40% drop. When he took over the commercial gathering in 1980, Ricardo Semler has another 20 years.

The business gathering was going wrong (Semler 2004, pp. 101-123). With a first pulse of short, but effectual change, he commenced a total reinvention of the governing body of SEMCO. The priority is to support business diversification in activity. The acquisition policy got supported, rather aggressive business development, soon abandoned because of success: the company is now rapidly growing pains suffered a significant loss of cohesion and collective sense, and calls for the reform focus around HR. Over a period of ten years, he made himself and many other concepts in the management of typical redundant. Mid-90s he retired from business operations but remained at the forefront as a part-time CEO and majority owner.

SEMCO Vision

SEMCO's vision that the organization has designed is as follows:

“SEMCO moves and shifts with every day and every worker. No formal written statement but one thing which binds the organization is DISCIPLINE.”

SEMCO - the democratic enterprise

A leader who pushes the hammock, employees who choose their wages, flexible hours, for a turnover of less than 1%, thousands of unsolicited applications annually, the company tries to handle all these factors which are essential for the organization. SEMCO, the company which got owned by ...