Managing technology and human resources at Milwaukee Electric Tool Company

Organizing Function of Management: Milwaukee Electric Tool Company

The purpose of this paper is to evaluate the organizing function of management as it relates to technology and human resources at my organization, Milwaukee Electric Tool Company. I believe my organization is working toward optimizing technology resources for effectiveness and efficiency, and while working toward improving strategic systems to align human resources planning with organizational outcomes, still has some work to do to optimize human resources functions with respect to empowering employees to become even more self-reliant and empowered. This paper will provide an overview of each group and explain the reasoning behind these assumptions.

Overview of Organization

Milwaukee Electric Tool Company, based in Wisconsin, provides heavy-duty portable electrical tools and their accompanying accessories for products around the world (Milwaukee, 2007, p. 1). Among their chief product lines include drills, hammer drills, bench grinders and reciprocating saws to name a few.

Human Resources

Greenberg (2003) notes that for an organization to function at maximal capacity it must first recognize its most important resource, the resource capable of producing infinite knowledge and ability; this resource is an organization's people. Currently Milwaukee Electric Tool Company is home to more than 2,000 global employees (Milwaukee, 2007). Many consider people to be the most valuable resource an organization can nurture and maintain, for it is within the human resources function that employees become aware of organizational strategic initiatives, and assist and contribute to knowledge sharing and corporate growth (Greenberg, 2003).

In an enterprise that works and supplied products for international markets, employees working within the organization face many stressors including stress associated with working with diverse cultures and stress associated with complying with international standards for customer service and delivery. Management of this stress is important to enable organizations to take advantage of their people resources and manage them in an empowered and inclusive manner.

Greenburg (2003) notes that stress is inevitable in a workplace, most especially within the global enterprise where employees are working within a diverse environment with employees of multiple cultural backgrounds and orientations. Further, it is the role of Human Resources in such organizations, to treat employees as "ends in themselves, with dignity and respect" and with treatment that encourages "physical, psychological, emotional and spiritual health" (Greenberg, 2003, p. 54). To achieve the best possible environment, one that promotes efficient operations and reduces conflict and ambiguity in the workplace, a human resources representative or leader must focus on "preventive management," which includes evaluating human nature within the organizational context to predict possible stressors and then forming cooperative agreements with institutions including the National Institute for Occupational Safety and Health (NIOSH) to ensure workers needs, concerns and potential stressors are addressed (Greenberg, 2003, p. 54). This in turn prevents problems before they arise and promotes cohesiveness in the workplace and among work units.

Milwaukee's commitment to technology and state-of-the-art technologies is evident in their policies, place in the market and procedures, adhering to the strictest of regulations and keeping abreast of technological innovations. To manage its success and to continue to thrive within the global marketplace, Milwaukee must ensure the Human Resources function also adheres to similar standards (Greenberg, 2003). The Human Resources department can do this by working with operations managers and team members to ensure that corporate strategic objectives and goals align with goals and strategies adopted for and relayed to employees. Employees should have the ability to set goals and objectives that will enable Milwaukee Electric to meet its own objectives, but also ensure employees find satisfaction in their work and feel they have the ability to meet any personal objectives they may have to remain motivated.

It is clear that the organization offers support to suppliers and distributor partners, offering "co-op advertising, training, trilingual packaging" and more to meet the needs of its external customers (Milwaukee, 2005, p. 2). The company proclaims its people are part of the company's success. The organizational literature states the organization empowers its employees through what it terms "Cellular manufacturing methods" enabling employees to "focus on customer needs and increasing productivity" (Milwaukee, 2005, p.2). There is not evidence in the literature however, as to the exact manner in which the organization empowers employees, other than by focusing on customer needs and the need for increased productivity as evidenced by the company mission statement and vision stated in the literature.

Conclusion

Milwaukee Electric Tool Company is committee to organizational management and maximizing organizing functions within the company. To do this the organization commits to specific standards of performance which include providing state-of-the-art technology to customers. The organization, while committed to its employees, might adopt more training that specifically defines the role each team member has in the organization's long-term success. Such training should also emphasize ways organizational leaders can motivate employees to remain committed to personal and organizational performance in a dynamic marketplace.