BA40100E - Business Management in Practice - Case Study

Assignment Task

Introduction

"A case study analysis of Barnes Company, a retail business specialising in luggage and travel goods, is conducted in this essay. It delves into the challenges of a newly appointed operations manager in formulating a sales strategy for business expansion in a new location. Following a thorough examination, the essay applies human resource management (HRM) theory, addressing concerns related to recruitment, skill utilisation, organisational culture, and communication strategies."

Identification and Rationalisation of Business Management in Practice Problem using Human Resource Management (HRM) Theory

The identified business problem within the Barnes Company is rationalised by applying Human Resource Management (HRM) theory. As Edward L. Gubman observed in the Journal of Business Strategy, "The primary mission of human resources will always be to acquire, develop, and retain talent; align the workforce with the business; and be an excellent contributor (Bhat, 2016).

The first problem encountered is resource allocation as the budget has been spent on recruitment for other stores and less on marketing which raises concerns about effective planning and allocation of resources. According to Alan Walter Steiss (2019), the definition of budgeting involves a cyclical decision-making process that allocates limited financial resources to meet organisational goals and priorities.

The second concern pertains to talent management and skill utilisation, aligning with HRM theory's emphasis on optimising the skills and talents of employees to achieve organisational goals. In this context, Boxall, Huo, and Winterton (2019) highlight that contemporary employer frequently express dissatisfaction, noting that their businesses face constraints due to skill shortages. Employers commonly lament challenges in recruiting or cultivating a workforce possessing the specific skills or attributes they seek.

Moreover, Human Resource Management (HRM) theory recognises the significant role of organisational culture in shaping employee conduct and performance. In contrast to Dough's hierarchical and potentially constraining methodology, which tends to criticise novel initiatives, Dough subscribes to the bureaucratic management theory. This theory posits that workforce should adhere to a hierarchical structure, embody professionalism, adhere to rules, maintain an impersonal demeanour, uphold meritocracy, and exhibit discipline, all within a transparent chain of authority both above and below them (Sager & Rosser, 2021).

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