Asimco Pratiik


Published on

IHRM practices in asmico

Published in: Business, Education
1 Like
  • Be the first to comment

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Asimco Pratiik

  1. 1. INTERNATIONAL INSTITUTE OF PLANNING AND MANAGEMENT AHMEDABAD SUBMISSION ON International HRM Case Study ASIMCO Submitted To: Professor Robin Thomas Submitted By: Pratik K S Negi SS/09-11/ISBE/HR
  2. 2. Q1. Write a Brief on the company Asimco? Ans- Is a company that is established by Jack Perkowski, ex- Wall Street employee.he came to know about the motor vehicle part industry, thus he established the company. thus the motive behind the company was to become a OEM for the major companies that are existent in the world and provide the best of the featured products at an optimal rate using the best of the Manpower and technological advancements that can be done in China. ASIMCO Manufacture a wide range of products including diesel fuel injection components and systems, noise vibration and harshness (NVH) products, compressors, brake and suspension components and assemblies, and engine components such as camshafts, piston rings and cylinder blocks and heads. ASIMCO Technologies has substantial capabilities in key processes such as ferrous and aluminum castings and NVH products, which combine several materials technologies. ASIMCO Technologies built significant market share in China, it started to examine overseas investment opportunities. Europe, with its dynamic automotive industry, established mass-production makers and large aftermarket made it the obvious choice for expansion. As a vital European market with a long history of automotive innovation, ASIMCO Technologies chose the UK to aid its growth and ensure it could be close to key manufacturing facilities  Right now (2002) it had 15 manufacturing operations in 10 provinces and 36 sales offices.  Products that are produced are utilized in 1> Engines 2> Cars 3> Trucks 4> Tractors 5> Bikes Also exported to many countries like - 1. US 2. Europe 3. Japan 4. Southeast Asia Major partners that included ASIMCO were as under  Bosch  Caterpillar  Chicago Rawhide  Delco Remy America  Delphi  Honeywell  Nippon Steel ring
  3. 3. Q2. Kindly highlights I-HRM issues in the case? Ans- internal HRM issues that have cropped up for the company to get itself established in china can be under listed as below.. 1. Manager having traditional approach of managing things as State was under the control of the profits and other parameters of governance. 2. Not having a proper skill sets and hand on experience to face the international pressure. 3. 2 SEPARATE extremes of managerial candidature for the positions that were to be fulfilled Three cadre of managers available and the company was facing difficulty to implement and bridge the gap between management and the task force  Expatriates Adopted but failed technique  Third country nationals  Develop Chinese managers (started working on the same) Other issues faced Replacements – political linkage were established that was a real hurdle in the way for any strategic implementation. Q3.Kindly elaborates the strategies to overcome these issues? Ans- there was a strategic initiative that was taken for resolving the issues and thus a clear categorized solution was adopted for the same which included… Restructuring Political appeal—was utilized for influencing the political environment to make sure proper task force was under proper management.  Improved production Recruitment -- were made for new minds and better caliber to enter the organization, head hunting, internet and referrals were used. also recruitments from competitors and allies was utilized, plus a {glocal} kind of a recruitment was utilized to make sure that any person at a management level has a local plus global exposure. Media linkage – to make sure that the illegal encroachments and disputes can be solved Operational control -- new appointments were made and old recruits who were involved in the biased decision making or were political influenced were taken off. their aim was to removal of any sort of corruption and also any sort of distortion in the working
  4. 4. TALENT IS WHAT IS INSIDE Involvement of third party – Hewitt associates (consultants), plus diagnosing the goals and what company asks from the employees. Vision Core purpose core values GOALS Even the communist employees were utilized for the same. to spread the power of the word “ WE “, company norms, activities and staff and organizational values. DEVELOPMENT and IMPLEMENTATION Of MANGEMENT TOOL Incentive system – managers scales were depending on the operating EBITDA, also reduction of Bad debts, ( no issues were left with the late payment) - Criteria of educational level on managers Pay scales. - Bonus system and current level of salary classification made sure that the EMP sat index remain high. Forum and meetings (Strategy incubation, new orientation to process, quarterly results, share experiences and error removal) Quality & Training-- international benchmark were utilized for getting best results ( Six Sigma) - Functional training (JIT, lean and other methodologies) - Improved importance on studies Performance management and Leadership - Goal setting, feedback and coaching were included - LDP (leadership development program) – practical training and hand on experience - Effective GAP filling and replacement technique Commitment and trust - Language was not a barrier for moving up the ladder in the organization, - Sense of self responsibility was developed within the employees. Thus BY these methods the issues were handled