Summarization of the case study.
A Nottingham country surveyor, Edgar Purnell Hooley, discovered Tarmac by accident. He found a barrel of tar had spilled onto the road at a local ironworks. This had mixed with waste slag from the furnaces. The result was dust-free, strong surface. Hooley created and panted the product that could take the weight of the new automobile.
Tarmac has three main business area:
Their mission is "To be the first choice for building material and service that meet the essential needs for the development of the world in which we live."
Organizational roles and functions
Tarmac has a complex structure because there are many different jobs and that because the company is large and diverse. So individuals need to understand their roles and responsibility. This enables the whole workforce to work together and achieve Tarmac's aims and objectives.
Operations is a key functional area at Tarmac and it has support in
- Human resources (HR)
- Finance manages and monitors the flow of money across the business
- Strategy, Marketing, and Technical.
Within these functional areas, Tarmac has three main levels of staff:
Tarmac believes in "Bringing out the best in all our people, allowing them to realize their full potential". It promotes and encourages a culture of learning and development throughout the organization throughout the organizational development team. These enable people at all levels to acquire and practice a high level of skill and expertise. This means individuals can achieve their personal goals as well as contributing to wider mission and vision of the organization.
The operations function
The operations function brings together raw materials with the production process to make a product that customers need. It also shares ideas across the company about how to improve processes or achieve cost saving. The benefits are wide-ranging, such as increased efficiency and more effective management of health and safety and environment issues.
The aggregate products division within operation has a typical hierarchical structure with seven levels. A graduate recruit ' shadows' a plant manager. After 18 months he/she can expect to become a Zone manager. A Zone manager's job is managing operational performance in that area to meet or improve targets for cost, quality, delivery, safety and business integrity. The long-term aim is to develop high-performance teams who work within a culture of quality and continuous improvement. Zone managers have a set of agreed key performance indicators (KPIs).
Tarmac employees have the opportunity to contribute their ideas on how to achieve the result. This helps induvial to gain a greater understanding of the business. They are more motivated because they feel a part of the whole structure.
The Financial function
All areas if the business needs to have up-to-date information about its financial health. Tarmac has different routes for people to join the company, at both graduate level and through apprenticeship schemes. Graduate trainees enter this support function at operator level.
Standards reporting and accounting need to be the same across all parts of the organization to give a clear and accurate picture of the performance also it allowed the operator, supervisors, managers and the financial controller to follow the same practices.
The human resource function
HRM is an important asset to any business, it provides expert in
- Managing change and facilitating training and development.
- Recruitment, selection and employee relations.
- Pensions and benefits
- Communication with employees.
Tarmac's aim to build the capacity and capability of its people to achieve their full potential.
An HR manager's role to ensure that business manager applies HR policies and procedures. This helps to develop partnership across different teams, which support corporate aims and objectives.
Business has to respond to rapidly changing the market and conditions in order remain competitive and grow. Tarmac has put in place a program of Change Management to respond to these issues and to improve performance and motivate staff. To make this happen, Tarmac is training managers to move from an autocratic to a coaching style of management (top-to-down approach).
â€¢ Autocratic manager tells people what to do and how to do it.
â€¢ Coaching manager focus on developing employees to manage themselves rather than managing every task.
Tarmac is a multinational business that serves different type of customers across its business activities. Tarmac needs to have highly skilled employees to keep its competitive advantage. To support this, it provides career development opportunities across a wide variety of job roles.
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