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Essay / Research Paper Abstract
This 12 page paper looks at a case study supplied by the student, that of New Acme Engineering a division of a Japanese firm Kazem. The paper maps the different elements of the personal and employ relations management an approach discussing how the company reflects theory and shows a mixture of different theories working will together. The bibliography cites 12 sources.
Page Count:
12 pages (~225 words per page)
File: TS14_TEkazamacme.rtf
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Unformatted sample text from the term paper:
may be seen as a mixture of cultures, taking aspects of the Japanese work culture and mixing it with more western application of the human relations school of though and
adapting to allow for commercial reality ad the need for economic goals to be met. The company recognises the need for the valuing of the employees as individuals, there is
a valuing of the industry and the desire to learn, progress and exercise their minds rather than seeing the work force as only a united team where there is uniformity,
as is often the case in Japanese firms. There is also a culture created that does not take on the principles of collective bargaining but team work is deemed to
be very important in the attainment of the goals. If we look at the management in terms of structure the original plan
appears to have been one where there was to be a high level of trust with a flat management structure where team leaders were answerable directly to the managers. This
may be seen as a high trust approach were management were looking forward and complies with ideas of the way management should trust and empower employees. Looking to theory Zuboff
(1988) saw structures that were flatter and gave employers more discretion and empowerment. Charles Handy also argued that technological development would require different structures to be effective, and that these
structures would also serve operational efficiency, he suggested a cloverleaf type organisation as effective (Handy, 1993). New models tend to be team based or network based structures, that are both
more flexible and less formal. It is true the atmosphere at the company was one that aimed to gain a more relaxed approach,
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