Development of a Multinational Personnel Selection System
Case Analysis dated 28.01.2015
Group 2
Problem Statement
How can Dr. Thomas Koch convince the top management about the intricacies involved in designing a global personnel selection system to retain the privilege of implementing the new global system with his team?
Core issues:
• Development and implementation of Multinational Personal selection system in short time.
Peripheral Issues:
• Culture differences between team members
• Politics and personal biases
• Authoritative nature of top management (Mr. Peter Koenig)
External Analysis
Factors Factors as in the case Impact
Political APAC region’s political atmosphere Political atmosphere influences HR aspects of ComInTec in APAC nations. …show more content…
Geert Hofstede's theory of cultural dimensions and differences
Aspects of cultural differences - Anglo vs. Asian within the team affected the productivity as a whole. There was power politics and personal biases within the team. The problems faced by Koch and his team are critically affecting the workflow and team productivity. The Tuckman’s stages of group development- Forming – Storming – Norming – Performing model can be used effectively to improve the group dynamics.
4. Authoritarian leadership style of Peter Koenig
Being an adamant and authoritarian leader, it is very difficult to suggest or implement necessary changes to the personnel selection system.
5. Budget
The system is expected to be very cost effective. If the new global selection system has to be precise, separate modules should be incorporated which takes into account the cultural differences. But then, the development cost may go up. Hence, the team in a pressure to build an effective system with the allotted budget.
Constraints
1. Time
Lack of time owing to strict deadline by Mr Koenig.
2. Budget
As there was financial distress and economic difficulties for the organization, cost was an important factor. Mr Koenig emphasized on low cost. …show more content…
Koch should immediately call for a board meeting to discuss the issues that may arise when the team develops the new system in a hurry. He should invite some representative from the headquarters who can help Koch to convince Peter about the intricacies of the new system. After receiving the time extension, Koch can work on building the synergy of the team and thus bring out a new robust multi-dimensional personnel selection system. The Tuckman’s stages of group development- Forming – Storming – Norming – Performing model can be used effectively to improve the group dynamics. Thus, he can upheld the legacy as well as reputation his team and be a part of ComInTec innovative global personnel selection
Case Analysis dated 28.01.2015
Group 2
Problem Statement
How can Dr. Thomas Koch convince the top management about the intricacies involved in designing a global personnel selection system to retain the privilege of implementing the new global system with his team?
Core issues:
• Development and implementation of Multinational Personal selection system in short time.
Peripheral Issues:
• Culture differences between team members
• Politics and personal biases
• Authoritative nature of top management (Mr. Peter Koenig)
External Analysis
Factors Factors as in the case Impact
Political APAC region’s political atmosphere Political atmosphere influences HR aspects of ComInTec in APAC nations. …show more content…
Geert Hofstede's theory of cultural dimensions and differences
Aspects of cultural differences - Anglo vs. Asian within the team affected the productivity as a whole. There was power politics and personal biases within the team. The problems faced by Koch and his team are critically affecting the workflow and team productivity. The Tuckman’s stages of group development- Forming – Storming – Norming – Performing model can be used effectively to improve the group dynamics.
4. Authoritarian leadership style of Peter Koenig
Being an adamant and authoritarian leader, it is very difficult to suggest or implement necessary changes to the personnel selection system.
5. Budget
The system is expected to be very cost effective. If the new global selection system has to be precise, separate modules should be incorporated which takes into account the cultural differences. But then, the development cost may go up. Hence, the team in a pressure to build an effective system with the allotted budget.
Constraints
1. Time
Lack of time owing to strict deadline by Mr Koenig.
2. Budget
As there was financial distress and economic difficulties for the organization, cost was an important factor. Mr Koenig emphasized on low cost. …show more content…
Koch should immediately call for a board meeting to discuss the issues that may arise when the team develops the new system in a hurry. He should invite some representative from the headquarters who can help Koch to convince Peter about the intricacies of the new system. After receiving the time extension, Koch can work on building the synergy of the team and thus bring out a new robust multi-dimensional personnel selection system. The Tuckman’s stages of group development- Forming – Storming – Norming – Performing model can be used effectively to improve the group dynamics. Thus, he can upheld the legacy as well as reputation his team and be a part of ComInTec innovative global personnel selection