BMW RECRUITING Policy

Organisations, Analysis and Policy

REPORT

To: Senior Management

From: Group Accountant

Date: 2nd May 2005

Subject: BMW Organisational Research andHuman Resources Policies

This report will provide a detailed research of BMW'scurrent corporate and business appraisal research. This will help to identify the company'scurrent durability, weaknesses, opportunities and threats. This will help thecompanies decision producers understand where the organisation is currently. The reportwill also critically examine BMW's recruiting policy as a key area of theorganisation. We will spotlight how BMW has strategically taken care of immediately thedrivers for change in terms of its framework, carry out and performance. Finally, offer recommendations for the future development and advancements in humanresource management, and exactly how those will effect on its organisational structure, conduct and performance.

Company Background

The BMW Group is really the only manufacturer of cars andmotorcycles worldwide that concentrates completely on premium criteria andoutstanding quality for many its brands and across all relevant sections. With all the brands BMW, MINI andRolls-Royce Motor Automobiles, the BMW Group has been focussing on picked premiumsegments in the international automobile market because the year 2000. In thesucceeding years, the launch of the BMW 1 Series meant an extension of themodel range in the high quality segment of the low middle class and the BMW 6Series have moreover in the portion of the top Coups and Convertibles. TheMINI marque was launched and production started in the Oxford plant in 2001. In2003, the BMW Group assumed marque responsibility for Rolls-Royce Motor unit Cars. At the same time, the Worldwide Head Office and Manufacturing Plant inGoodwood, GB, was built. (

AnInternal and commercial analysis in terms of power, weaknesses, opportunitiesand dangers (SWOT) will assist in gaining an understanding of where BMW iscurrently in conditions of strengths and where improvement is required within thebusiness and what outdoor environmental threats it could face as well as what newopportunities are available to the business in the brief and medium term.

Figure 1:BMW SWOT Analysis

STRENGTHS

  • Diverse ranges of Products - BMW, Little and Rolls-Royce
  • Strong Cash Flow Position
  • Increase turnover and trading profits
  • Strong Balance Sheet
  • World's leading SUPERIOR QUALITY Automobile Manufacturer
  • Brand Awareness
  • Human resources
  • Capabilities to turn resources into advantages

OPPORTUNITIES

  • New Products
  • Market change to globalisation
  • Innovation & Alliances
  • Customers demand change to convenient and relevantly cheap cars
  • Diversification
  • New Technologies in Automobiles

WEAKNESSES

  • Perception of High Prices
  • Customer disinterest
  • Environmental issues: Pollutions
  • Buyer sophistication and knowledge
  • Substitute products or technologies

THREATS

  • New & existing competition
  • Volatility in Price of Fuel
  • New legislations
  • Consequences of the essential oil crisis
  • September 11th
  • Economic recession
  • Market switch to globalisation
  • Takeover bids
  • Far-East Automobile companies expansion
  • Extremely high competition for customers and resources

The Five Makes Model

Figure2: Five Causes Model - ACCA Paper 3. 5 (2001)

 

Threats from

Potential entrants

 

Suppliers

Bargaining power

Competitive

Rivalry

Buyers

Bargaining power

 

Threats from

Substitutes

 

Porterexplains that we now have five forces inherent in a market, that will jointlydetermine the intensity of competition and success of BMW and theautomobile industry. The foremost is the hazard posed by new entrants, the highcapital expenses and self confidence of customers stand for significant barriersto access and the market is also very sensitive to reputation. However, the emergentof low cost manufactures do present a significant hazard (as illustrated by amount2). There can be an opportunity in the low price/ low market (fast) sector. MaybeHyundai or Daewoo could consider adding an inexpensive sport saloon. The second is the threats from substitutes, as thereare many make and model of other premium branded autos, hence, Jaguar, MercedesBenz, Audi etc. The 3rd drive is the risks from the bargaining electric power ofbuyers, is this strong for both BMW and the entire vehicle industry with alarge quantity of alternative suppliers, hence, the intense pricing strategy. This results in a very strong competitive rivalry on the market. This isintensified consequently of little if any differentiation in the basic productoffered. Finally the hazards from the suppliers bargaining ability, this isfairly lower in the auto industry, due to dual sourcing strategies, using arange of choice sources of supply for parts.

The five pushes analysis gives an improved understandingof the degree of competition within the business enterprise environment. The analysisshows that the automotive industry is highly competitive, with buyerspossessing and exerting an extremely powerful influence to the lot ofsubstitute brands open to them.

BMW RECRUITING Policy

In reaction to a changing business environment BMW isbeing more business and service target. Before decade the organisation hasbecome much more proactive, coping with new concepts to be more serviceand customer concentrate oriented. The structure of the company has beenredefined to cope with the new means of operating. Organisational structuredefines important romantic relationship within the business for reaching businessobjectives. At the same time it helps to specify the new business culture withinBMW. Culture is available with the imagination and hearts of BMW's employees andcontributes to business strategies of the organisation. Therefore, BMW's humanresources policies are critical in the organisations composition, carry out andperformance.

Competitive stresses on BMW and countrywide economies haveincreased markedly in recent ages. Therefore, organisations are constantlychanging, as powerful entities have arisen at the international level, theEuropean Union being a good example and multinational firms increasinglydominate particular areas such as automobiles. New tournaments are emerging andforcing older companies to look at or reform to endure. Different structuresaffect how human resources are been able. BMW like all otherbusinesses require the same basic human resources activities like recruitment, development and training, appraisal and compensation systems, and control andfeedback mechanisms. Organisational buildings are influenced by culture. Employees have strong feelings to the organisations they improve. Germanfirms have inherently a flat, less rigid constructions. The McKinsey 7 'S' modelis often used to identify all the areas that define an organisation. Structure, Style, Personnel are three such areas.

BMW has an equal opportunities nothing erotic discriminatingculture within its organisation. BMW actively helps young feminine executivesand offers females insight into the field of technology. BMW also offersextensive training for all level of staffs; BMW Group's Trainee PromotionProgramme (TPP) supplies the perfect combo of theoretical studies andpractical work. BMW Group trainees acquire benefits in addition to theirpay, other interpersonal payments such as holiday and Christmas bonus products, meal andtravelling expenditures subsidies, health program and Personal computer training.

BMW cases that it generally does not see its personnel as a cost factorbut as an important performance factor. Also the employees are referred to as'associates' alternatively that works. BMW in its recruiting policy claims thatany policy that is not oriented towards its associates will lead to negativecost results in the long-run.

As a future-oriented company, we seek to follow anexemplary, creative and associate-oriented human resources policy, makingsignificant efforts to business success through our human resourcesactivities. The human resources policy of the BMW Group is an integral featureof our overall corporate insurance plan in both tactical and operative decisions. (Corporate and business appraisal (or SWOT evaluation) involves the inner appraisal ofthe organisation's durability and weaknesses and an external appraisal of theopportunities and risks available to organisations in competition within industry.

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