Human Resource Managementa Case Study Essay

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Human Resource Managementa Case Study Management of Human Resources-Assignment


In order to critically assess and recommend alternatives, I would like firstly to give a brief description of the business crisis the company was facing and the subsequent need for change in the company’s overall business strategy. I would then like to focus on the key aspects of the firm’s human resources strategy and the changes that were made in order to supplement the overall changes in the business strategy.

Business Crisis:

International Computers Limited (ICL) was born in 1968 out of the merger between English Electric Computers (EEC) and International Computers and Tabulators. With £40 million of government support it
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This new focus, and the ongoing financial crisis led to the need to restructure the financial side of the organisation. This was achieved mainly through downsizing in a number of product areas and a series of redundancy procedures. As the case does not explain in detail the actual redundancy procedures, it is difficult to make critical assumptions of the firm. The availability of additional resources, coupled with the need for a newer set of skills and scarce financial resources appears to be a justification for the course of action taken by the company.

Cultural changes:

Armstrong (1999) cites the work of Furnham and Gunter (1993) defining culture as ‘the commonly held beliefs, attitudes and values that exist in an organisation. Put more simply, culture is ‘the way we do things around here’.

With shifts in the product strategy and the recent collaborations came the difficult task of changing aspects of the cultural values of the organisation. The company traditionally embraced what theorists would generally refer to as a role culture. This referred to organisations operating in relatively stable environments with more of a focus on procedure, hierarchy and bureaucracy rather than dynamism (Amstrong, 2000 citing the works of Harrison, 1972; Handy, 1976; Schein, 1985 and Williams et al, 1989). For the organisation to succeed in the more volatile
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