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DHL Bangladesh Christina Bellenger University of Phoenix February 7, 208 Introduction DHL Bangladesh, a privately held subsidiary of DHL Worldwide Express, is a pioneer and was acknowledged as a market leader in the air express industry in Bangladesh. This rapid expansion required DHLB to increase the number of employees from 5 to 300. This also increased the workload for DHLB employees, especially for the human resource department. The HR department employed just three employees who had been working since 1994, when the company only had 150 employees.

This caused a major situation to DHLB, because they considered people as their main source. Mr. Nurul Rahman, vice president- human resources of DHLB, had to acquire a Human Resource Information System fitting to their needs. Mr. Rahman had to decide whether to obtain, smaller vendors software that would customize to the requirements or, DHL Pakistan’s successful software that would require modifying and adjusting, yet would enable connection to region wide DHL subsidiaries. The advantages and disadvantages of the matrix structure

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The advantages of the matrix structure are sharing and coordination between product divisions and geographic areas to allow cost efficiency and local responsiveness. Basically, this entails an organization working closely together and sharing information to achieve global success. The disadvantages are things like how it slows down the decision speed, adds on many layers of management, and increasing cost without much performance improvement. Nurul’s advantages and disadvantages with: Proceeding with DHL Pakistan’s HRIS The advantages of DHL Pakistan’s HRIS would bring all HR functions together under one database.

The Pakistan HRIS is fully functional, and has proved successful. The HRIS is also the quickest way for regional headquarters to achieve standardized HR reporting systems across Asia. The disadvantages as explained in the text some issues arise such as DHLB’s technical dependence on the Pakistan subsidiary. The costs also factor in, which would be five times more than a local vendor. The lack of customization to DHLB’s system, and the lengths and steps DHLB would have to take to adjust it to their needs. Bangladesh Vendor Local vendors have offered software that would exactly match DHLB’s needs.

They additionally offer free long term technical support and the vendor would customize a solution to the subsidiary’s requirements. The disadvantage would be that the software would not be compatible with counterparts in other DHL subsidiaries. Negotiating with regional HQ Negotiating with the regional HQ would be that your thoughts, concerns, and theories of different scenarios will be heard. Through negotiating a possible solution can arise and the pros and cons can be evaluated. The disadvantages of negotiating may cause delays in figuring out a solution.

It may prolong the process of acquiring the right software to operate for DHLB. Order of factors: Potential for solving DHLB’s problems The most favorable solution would be to adopt a local vendor’s software. This seems the most logical when it comes to lower costs, efficiency, and more customized needs. Political importance from the viewpoint of DHLB and regional HQ For Nurul Rahman, it is important that he factors in the near and long term problems, and distinguish what would be particularly fitting to the needs of the company.

In other words, go by what he thinks is right especially since he is in the firm and knows what it needs and what it doesn’t. As for the regional HQ, Mr. Saha, he should have an open mind. Mr. Saha, a DHLB veteran, may want to consider Mr. Rahman’s recommendation, and be able to accept it and work together to find what’s best for the firm and voice their thoughts to HR subsidiaries. If I were Nurul Rahman If I were Mr. Rahman I would probably go with what I think will benefit the firm. I would go with a local vendor.

Based on the factors in this case a local vendor can enhance and improve their current HRIS and their main goal and focus is to do just that. As for trying to adapt to Pakistan’s HRIS, I think that would be too much work and too complicated. Mr. Rahman has the opportunity, especially when displaying the facts, to persuade the regional HQ of also agreeing to acquire a local vendor. In regards to linking the other regional subsidiaries together I believe every country has their own way of dealing with their customers and DHLB should have their way with dealing with theirs.

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