Case Analysis The International Committee of the Red Cross Essay

Case Analysis The International Committee of the Red Cross - Essay ExampleThe case study demonstrates how the ICRC establish a schema that promoted employees into management and ensure that there is continuity of the values and tradition of the organizations method of management (Forsythe, 2005). The restructuring provided a new attribute of management in ICRC, which would ensure that employees are encouraged to work for the company. The case study illustrates the importance of continuity in an organization and establishing a system of forward motion as a method of motivating employees. Initial Problems in Management Prior to 2007, the International Committee of the Red Cross (ICRC) utilized a unfortunate structure of management, which did not foster any form of development. The problem stemmed from the ideology of employees working in the same group for less than a year. From the on-set, it was bare that the companys strategy was flawed, because employees were often re-assigned or placed in new teams on regular intervals, which limited their ability to develop important skills germane(predicate) to the ideologies of the organization (Deresky, 2008). ... The latter can identify a problem of a person, give advice and the person can change their behavior. This illustrates development using a co-worker. However, eer changing groups will limit the aspect of a person being able to receive tips or advice on how they can change certain elements of how they operate. This was the main problem that demonstrated the poor management strategy implemented by the ICRC prior to 2007. (Merson, 2006) Another problem stemmed from the aspect of bias in the organization. ICRC was in the beginning considered a Swiss Company, hence their focus related to having Swiss individuals in high positions in the organization, regardless of qualification. This proved to be a arrest for several employees, who were eager to move on if they found promotion close to impossible. The bias influenced the development of the organization, because on Swiss individuals had a chance of becoming managers in the company. Another problem was ICRC was gender bias. ICRC focused on promoting male individuals to higher positions in the organizations, the Swiss males were the only individuals that would last for a long time in the field before gaining promotion in the firm, and it limited the womens ability to develop any adequate experience in the field. The main management strategy focused on Swiss males, and it pushed other employees to work short-term for the ICRC. (Forsythe, 2005) The Restructure of Management In 2007, ICRC developed a strategic plan, which was intended to last the avocation three years. The organization focused on improving the Human Resource Management (HRM) to employ quality managers. ICRC concentrated on three aspects accountability, multidiscipline, and