Globalization Strategy for Kellogg Company

Kellogg Company whose headquarters’ operations are based in US has a number of branches all over the world. This shows the need for this company to adopt a management model that is very competent. Management organization in Kellogg Company is divided into two different sectors which are human resource and technology. These two sectors are of somewhat equal importance since both apply to the expansive nature of the company that has led to widely spread staff and market operations.

Therefore, an efficient technology is required to enable the management administer effective control over the wide market.

On the other hand, an efficient human resource department is required in order to conduct recruitment and selection for the best candidate who would also contribute to achievement of the company’s goals. ORGANIZING PAPER An Evaluation of the Organizing Function of Kellogg Company Management Kellogg is a company that was formed in US back in the year nineteen hundred and two with its first factory established in Manchester.

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Kellogg Company expanded from having one factory to several others in different countries where it engages in cereals’ production. Kellogg Company is known to produce about forty kinds of cereals which take place in different plants distributed in nineteen countries. Marketing of Kellogg Company’s products is much wider since it has market in countries exceeding one hundred and sixty. The management structure of Kellogg Company is sensitive since it has a wide human resource sector in its various countries of operation holding more than fifteen thousand employees worldwide.

The finance functions of Kellogg Company including those regarding human resource are directed to finding ways through which to identify people who are in a position to advance on the company’s career ladder. This organizing management structure enables creation of appropriate opportunities within Kellogg Company in order to be sure that the company is armed with the right employees to recruit when opportunities arise. (Pederson, 2008)

Kellogg Company concentrates on employees’ career development as well as the manner in which managers relate with employees in order to come up with a comfortable working environment as well as qualified staff for available jobs. The human resource department in Kellogg Company is structured in such a way that employees are aware of subsequent steps due to the high level of transparency employed particularly in performance management. However, there is still more that requires to be done in succession management where identification of future talent with regard to promotion as well as the level of potential possessed by employees.

Just a few years ago, Kellogg changed its recruiting process and adopted a new one involving outsourcing hiring. (Calkins, 2005) The company outsources all of its salaried hiring which has contributed to a situation where the number of employees has increased. This recruitment process follows a procedure where the identification of a position is carried out which is then followed by creation of a requisition by the company’s hiring manager. This process of recruiting employees only applies for positions that are below the level of Director since those at and above Director’s level are processed through headhunters as well as agencies.

The company’s hiring manager initiates the process with a particular recruiter from the company. Once a requisition is presented within the company, the information regarding terms and requirements are crosschecked after which it is internally posted through the existing mobility system within Kellogg Company. A discussion is held by management and recruiters concerning the availability of internal talent. If it happens that none of the company’s employees qualifies for the position, the requisition is presented for application by other individuals outside the company.

A questionnaire is developed in order to guide candidates in answering questions that evaluate their qualifications for the particular job at hand. This is followed by screening which clarifies whether a candidate has met minimum qualifications as well as salary expectations prior to their presentation to the company’s hiring manager. Once the decision on a particular candidate is reached, his/her resume is forwarded to Kellogg Company’s hiring manager for review purposes.

The model of Human resource employed by Kellogg Company has its approach focused on excellence and they are also business partners involved in several other business functions apart from the transactional business. This model is found to increase the company’s recruiting quality which is normally achieved once the procedure is correctly followed. (Calkins, 2005) The organizing function on management of technology in Kellogg Company strives to adopt the most appropriate information technology model that would be in a position to cater for all its needs.

One area where technology has been employed at Kellogg’s management sector is in the department of compensation. Kellogg Company introduced a new model known as Keebler in the year two thousand and one which was accompanied by a different type of technology as well as management systems for human resource. Kellogg management decided to specialize on a standardized information technology model for human resource control and financial products. Kellogg Company’s department of compensation was previously operating under a different system known as management system for enterprise (ECM).

(Gulati, 2002) Its planning system for compensation (CPS) managed to achieve its goals that enabled compensation to be carried out in a consistent as well as decentralized procedure. This compensation system’s approach has limited dependence on the human resource but was greatly dependent on the market approach. Although this information technology management model gave desirable results and was preferred by most Kellogg Company’s compensation staff, it was realized that technology could no longer be in a position to support it.

Similarly, even the other departments were required to change their legacy systems to better SAP system. However, it was realized that the SAP system was incompatible and different from the previous one and after a wide range of considerations, the company decided to embrace Keebler technological system. Kellogg Company has maximized the organizational resources of technology as well as human resources since it employs them efficiently in ensuring that the best candidates are employed and functions like compensation undertaken appropriately.

Maximization of the company’s most important resources that is; human resource and technology is also evident in the level of success enjoyed by Kellogg Company as a whole. (Gulati, 2002) REFERENCES Calkins T. (2005): Kellogg on branding, New Delhi: Wiley-India pp14-17 Gulati R. (2002): Kellogg on technology & innovation, New Jersey: John Wiley and Sons pp19-23 Pederson J. (2008): International directory of company histories, California: University of California pp27