Subject category:
Human Resource Management / Organisational Behaviour
Published by:
China Europe International Business School
Length: 20 pages
Data source: Field research
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Abstract
This is the first of a four-case series (404-118-1 to 404-121-1). Picanol was founded as a family business in 1936, which manufactures weaving machines for the textile industry and is headquartered in Belgium. Following the changes in corporate strategy initiated by the new CEO, Picanol China is facing great challenges to redesign its organisation structure. The case traces the development of the new organisation and new HR (human resource) system together with the problems that ensued. It also discusses how an expatriate manager works with headquarter and local employees. The (A) case describes the history of Picanol and the company under the new CEO who introduced a new business unit structure. Picanol China, under the leadership of an expatriate manager Hans, is in a dilemma as to whether to implement the new structure rigidly or be flexible. The (B) case, (C) case, and (D) case specify the things that happened after the introduction of the new structure in Picanol China from June 2001 to June 2003, which brings new views for deeper thinking.
Industry:
Size:
Medium, 6,000 machines, 2,100 employees in 2002, turnover EUR402.6 million in 2001
Other setting(s):
2003
About
Abstract
This is the first of a four-case series (404-118-1 to 404-121-1). Picanol was founded as a family business in 1936, which manufactures weaving machines for the textile industry and is headquartered in Belgium. Following the changes in corporate strategy initiated by the new CEO, Picanol China is facing great challenges to redesign its organisation structure. The case traces the development of the new organisation and new HR (human resource) system together with the problems that ensued. It also discusses how an expatriate manager works with headquarter and local employees. The (A) case describes the history of Picanol and the company under the new CEO who introduced a new business unit structure. Picanol China, under the leadership of an expatriate manager Hans, is in a dilemma as to whether to implement the new structure rigidly or be flexible. The (B) case, (C) case, and (D) case specify the things that happened after the introduction of the new structure in Picanol China from June 2001 to June 2003, which brings new views for deeper thinking.
Settings
Industry:
Size:
Medium, 6,000 machines, 2,100 employees in 2002, turnover EUR402.6 million in 2001
Other setting(s):
2003