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UNIVERSITY OF SUNDERLAND SCHOOL OF BUSINESS, LAW AND PSYCHOLOGY Module Title: Strategic Management of Human Resources Section B: Answer TWO questions from FOUR - essay and report questions (60 marks) – each question should be completed in no more than 1750 words each. Use “word count” and put the number of words used at the end of each essay. THE UNIVERSITY'S REGULATIONS CONCERNING CHEATING, COLLUSION AND PLAGIARISM APPLY TO THIS ASSESSMENT SECTION A The Beverage Report What is high-performance working? New research (see 'What are the attributes of a high performance company?’ below) has examined its constituents in nine organisations worldwide - one of which was South African Breweries. Rebecca Johnson describes how this organisation’s focus on people strategies has supported a decade of global expansion, innovation and performance improvement Date: 30 March 2000 Eighteen billion drinks is a lot of liquid. That's what South African Breweries (SAB), founded in 1896 ,now one of the world's top four brewers, sells in a year. In its home territory, the firm's "share of throat", as the drinks market is termed, is 98 per cent of beer and 57 per cent of all alcohol consumed in South Africa. In the past decade SAB has almost doubled its production in South Africa to 2.5 billion litres and halved its workforce to 7,000 following a switch to high-performance team working. New job structures and an emphasis on quality, performance management and social responsibility have formed the basis of major change and rapid expansion. Johan Nel, SAB's HR director, calls 1990 "a watershed time in terms of performance management. It was the start of a deliberate move towards world-class manufacturing and best operating practice, including international benchmarking." The business had been held back by apartheid, and international sanctions had forced it to pull out of some markets. It had concentrated on growth in the home market, building new breweries and expanding distribution capacity. http://www.szdhsjt.com/ But by the end of the 1980s these political constraints were disappearing, the company had started to think globally again and the board was able to refocus on aggressive growth strategies. This meant a reappraisal of SAB's direction, structure and management capabilities for the next phase of development. "We also felt that we weren't integrated," explains Denise Smith, organisational development manager. "We were very successful, but cluttered strategically." To help the organisation move forward, the company called in the Mac Group, a US consultancy, to review its strategic processes and identify core strategies for the four key functions of the business. It then used a customised version of MacLagan International's "integrated management process" (IMP) to set the ball rolling. |
