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...

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.

References

Greenburg, J. (2003). Organizational behavior: The state of science. Mahwah: Lawrence

Erlbaum Associates.

Milwaukee Electric Tool Company. (2007). "History." Accessed 11, May, 2007:

http://www.mil-electric-tool.com/us

Milwaukee Electric Tool Company. (2005). "History and Review." Accessed 11, May,

2007: http://www.mil-electric-tool.com/us/en/about.nsf/vwFiles/milwaukee-story/$FILE/MET_History2005.pdf

Stankard, M.F. (2002). Management systems and organizational performance: The quest for excellence beyond ISO9000. Westport: Quorum Books.