Avon Products by Laura Argo

Topics: Human resource management, Human resources, Qualitative research Pages: 6 (1714 words) Published: November 4, 2012
Avon Products By Laura Argo

The main domain of subject study is Strategic Human Resources Management and is mainly aimed to conceptualize the concept of Talent Management. The Talent Management refers to the process employed in order to anticipate human resources requirements to an organization at particular time and include strategy formulated in order to meet that requirements (Groysberg, 2006). The talent management process includes distributing the responsibilities and accountabilities from human resources department and personnel to all departments throughout an organization. The strategic importance of locating and retaining employees around the business world has recognized this as “War for Talent”. This field of management is also termed as the Human Capital Management.

1. Provide a brief description of the status of the company that led to its determination that a change was necessary.

The Avon Products, Inc. is one among the popular American based organizations dealing in personal care manufacturing and seller firm (Groysberg, 2006). The Avon Products, Inc. is a multinational organization operating in almost 140 countries around the globe with sales revenues from its operations more than $ 10.8 billion during last fiscal year. The Avon Products Inc. is the world’s largest firm selling its products directly and is standing at fifth spot among the firms dealing in beauty and care products (Gardner, 2003). In order to achieve subject study the Case Study of Avon Products is selected and analyzed while including brief description of firm’s status which has been led to determination of changes found necessary, identification of model for change theory, identifying and investigating the types of evaluation information collected and speculation about success of changes within five years. Finally this paper includes how the adjustments could be made in the case if the results are found less than ideal.

2. Identify the model for change theory typified in the case study of your choice. Discuss what led you to identify the model that you did.

After the firms had missed the years of earnings and restructurings made during that years, and after the firm had poured tens of millions of dollars that of the bribery probe case in foreign management of firm will have to handle its new CEO a long-do list that he had to be completed in order to refurbish the organization and to brings the confidence of investors back. At that time shares of the firm surged as eleven percent while ended up at five percent on the prospect and needs of overhauling of firm under supervision of newly appointed CEO after firm has experienced years of earnings disappointments and applied restructurings (Gardner, 2003).

Newly appointed Chief Executive Officer was compelled to deal with said overhauling of firm as a whole as well as its computer system. This computer system process had led the firm’s management to snafus like not having to deal with the representatives who they have been ordered in numerous markets around the globe like but not limited to the Brazil. The management of the firm has also been dealt with different fallouts identified during the investigation of bribery during their fiscal years 2007 and 2008 therefore the new chief executive officer was required to push along the slow processes of moving to different models like the direct sales model at this stage.

Model for Change Theory:

During the course of subject study the subject section of this paper is aimed to identify model for change theory and in this regards the model identified for the change study is the trans-theoretical model for behavioral changes. The trans-theoretical model for behavioral changes refers to a model used in order to assess readiness of an individual in order to act on new healthier behaviors. This model also provides and facilitates processes employed for change guidelines to identify different stages of changes to the...

References: 1. Gardner, S.D., Lepak, D.P. and Bartol, K.M. (2003), “Virtual HR: the impact of information technology on the human resource professional”, Journal of Vocational Behavior, Vol. 63 No. 2, pp. 159-79.
2. Grahl, J. and Teague, P. (2004), “The German model in danger”, Industrial Relations Journal, Vol. 35 No. 6, pp. 557-73.
3. Groysberg, B., Mclean, A.N. and Nohria, N. (2006), “Are leaders portable?”, Harvard Business Review, Vol. 84 No. 5, pp. 92-100.
4. Gunnigle, P., Collings, D.G. and Morley, M. (2006), “Accommodating global capitalism? State policy and industrial relations in American MNCs in Ireland”, in Ferner, A., Quintanilla, J. and Sanchez-Runde, C. (Eds), Multinationals, Institutions and the Construction of Transnational Practices: Convergence and Diversity in the Global Economy, Palgrave, Basingstoke.
5. Gunnigle, P., Lavelle, J. and Mcdonnell, A. (2008), “Human resource practices in multinational companies in Ireland: a large-scale survey”, available at: http://ssrn.com/paper¼1077266 (accessed 12 May 2009).
6. Gunnigle, P., Collings, D.G., Morley, M.J., Mcavinue, C., O’Callaghan, A. and Shore, D. (2003), “US multinationals and human resource management in Ireland: towards a qualitative research agenda”, Irish Journal of Management, Vol. 24 No. 1, pp. 7-25.
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