i have been able to get a hold of one, if any of you guys would be able to correct mine?
its a bit lengthy as its a case study.... much appreciated..
HJ Heinz Company Australia Ltd was established in the 1880s and
operates in Australia as a subsidiary company of the United States
based Heinz global food group. From its early days of producing
bottled horseradish, baked beans in tomato sauce and canned
spaghetti it has grown to be in 2011 a $1 billion food and beverage
company with six manufacturing facilities and around 1600 staff.
Heinz has a reputation for owning or producing under licence quality
brands and products that all Australians are familiar with, such as
Heinz, Greenseas Seafood, Golden Circle, Original Juice Co., Rose’s,
Cottee’s and Weight Watchersâ.
The motto and goal of Heinz is to provide ‘Good Food Everyday’, for
Australians (customers/consumers) everywhere and it takes pride in
doing common things, uncommonly well. This approach also extends
to the role Heinz plays as a global corporate citizen and employer.
The stated focus of Heinz is to seek out changes that will benefit its
communities, its consumers, its people and its environment.
On 27 July 2011, Heinz Australia announced the following strategies as part of a global productivity plan to strive for increased manufacturing efficiency, better use of existing capacity and improved productivity on a global scale:
1 Consolidating its manufacturing to create a stronger foundation for future growth in the Australian and New Zealand markets. This will involve the shifting of production of sauces, beetroot and some meal products from facilities in Victoria (Girgarre), New South Wales (Wagga Wagga) and Queensland (Brisbane) to its facility in Hastings, New Zealand. This decision will result in the loss of 160 jobs at Golden Circle’s Brisbane plant, 146 jobs at Girgarre and 38 jobs at Wagga Wagga.
2 Spending more than $20 million to upgrade the beverage manufacturing facilities at Northgate (Queensland) and $5 million to enhance the capabilities of the baby food facility in Echuca, Victoria.
3 Continuing to operate four factories and employ around 1400 people, including seasonal employees.
Heinz has stated that in relation to its need to make some employees redundant its goal is to support affected employees by providing redundancy packages, counselling, job search services, new skills training and retirement planning services. Affected growers will also be offered finance and other assistance for transition to other crops or supply arrangements.
positive- ^ and its employement
Negative-
Reference:
http://www.hjheinz.com.au ********************read the case study above, ******************************************
then answer Questions 1 A - E in the spaces provided.
Question 1: (14 marks)
A. Identify two characteristics from the case study above that indicate that Heinz is a large-scale organisation and explain how this applies. (2 marks)
Two characteristics from the Heinz case study indicates that it is a large scale organisation due to its 1600 employees as well as its extent of operations as the company operates in Australia, with a subsidiary company in the United States. For a company to be a large scale organisation, employee numbers must exceed 200 as well as its extent of operations being multinational or transnational.
B. Discuss the contribution of Heinz to the Australian economy, referring to one positive and one negative contribution. (4 marks)
The contribution of Heinz to the Australian economy is that it provides a number of jobs to the community. This is a positive as 1600 people have been employed directly into operation and indirectly to suppliers and customers. A negative contribution to the australian economy is offshoring; that is the act of relocating business processes from one country to another. This is evident in the Heinz organisation as its manufacturing of productions of sauces, beetroot and some meal products to New Zealand, New South wales and Queensland.
C. Distinguish between one internal and one external factor that may affect Heinz’ environment. In your answer, refer identify the environment—internal or external (operating or macro)—that each factor belongs to. (2 marks)
One internal factor that may affect Heinz' environment is its employees. Employees may not be happy with their tasks that are demanded by management due to health and safety issues. This factor is apart of the micro environment in which the internal factors can influence a change, that management has almost full control over. An external factor that can affect Heinz's environment is customers who are ultimately the source of revenue for the organisation. Customers will expect an increasingly high quality product and due to this, organisations have little control over. This factor is apart of the operating environment in which customers may not be satisfied with the products offered, and therefore opt to purchase other products.
D. Heinz Australia is an organisation that has many stakeholders. The decision to close its manufacturing plant in the Victorian town of Girgarre would have an impact on several stakeholders. Choose one of the stakeholders and explain one conflicting interest they could have with Heinz. (2 marks)
A stakeholder that would have had an impact on is managers who are employed by the organisation to perform managerial tasks for the organisation. As they are not actual owners of the organisation, and are instead paid a salary. This can be a conflicting interest due to the closing down of a manufacturing plant. This can have an affect on the manager for the plant in Girgarre, in Victoria as the plant is being closed down and therefore work may no longer be available for the manager resulting in a loss of job and salary.
E. Describe two suitable performance indicators that Heinz could use to measure the effectiveness of its global productivity plan. Justify your choice of KPIs. (4 marks)
Two suitable performance indicators that Heinz could use to measure the effectiveness of its global productivity is a customer satisfaction survey and total sales by the organisation. A customer satisfaction survey can give feedback to the organisation about the products sold to customers in terms of price, and taste and the way that the organisation can make adjustments based on that feedback.
Number of sales made by the organisation will allow the organisation to determine whether it is meeting sales forecasts and whether the organisation has to look at ways to increase sales.
Question 2:
Define the term corporate culture. Refer to a large scale organisation that you are familiar with to show your understanding of the term. (1 mark)
Corporate culture is the shared values and beliefs of an organisation, which can influence the actions and decision making style of managers and employees. This is evident with Lindsay Fox's large company Linfox who provides a large logistics company to suppliers.
Question 3:
Define the term mission statement. Refer to a large scale organisation that you are familiar with to show your understanding of the term. (1 mark)
A mission statement is a broad statement that provides insight into the core beliefs and values of an organisation, and the reasons why the organisations exist. This is evident in the large scale organisation of the Australian Red Cross in which it's mission is to be a leading humanitarian organisation in Australia.
Question 4:
The Global Financial Crisis has led to a substantial reduction in the number of customers for Flyalot Airlines. Management is predicting that a further drop in customer numbers will occur over the next twelve months. As a result management is reviewing all areas of the organisation.
Identify and explain how two stakeholder groups of Flyalot Airlines would have been adversely affected by the Global Financial Crisis. (4 marks) {VCAA 2010}
two stakeholder groups of FlyAlot Airlines are managers and employees. These are affected due to the drop in customers, which as a result could affect these due to the amount of revenue used to pay salaries in relation to customer purchases for flights declining.
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