Executive & managerial planning for bosch kazakhstan

1. 1. Executive & Managerial Planning for Bosch- Kazakhstan GROUP 4: MAZIAR AZARIAN
DALYA AL-MATARI SOFIA NAREZ OMER TEYMUR MARIANA LOMBARD DALYA AL-
MATARI VIVIENNE VIBAR SAHAR YEHIA
2. 2. Company Overview • Bosch Group is an international leading technology and services
company.The company, which has more than 360 subsidiaries around the world and
employs more than 283,000 people, is involved in business sectors such as automotive
technology, industrial technology, consumer goods and more. Add your second bullet point
here
3. 3. Company Overview • Innovation and development is the company motive that originates
from the ideology of the founder Robert Bosch • https://www.youtube.com/watch?
v=89Sfd1cHSfw
4. 4. Bosch Rexroth Division • “AsVersatile asYou Are: Rexroth Offers the Optimum Solution for
Every Application” • The company combines the global expertise in the market segments of
Mobil Applications, Machinery Applications and Engineering, Factory Automation and
Renewable Energies to develop innovative components as well as tailored system solutions
and services. Rexroth offers its customers hydraulics, electric, drives and controls, gear
technology, and linear motion and assembly technology all from one source.
5. 5. Bosch Security Systems • The Security Systems Division of the Bosch Group supplies
security, safety and communications products, solutions and services. Not only is it in the
products division, but also system integrators, installers, wholesalers, and original equipment
manufacturers.
6. 6. Bosch – Gasoline Division BOSCH GASOLINE DIVISION FOCUSES ON DEVELOPING
NEW SYSTEMS THAT GO BEYOND THE POWERTRAIN INDIVIDUAL COMPONENTS.
THE GASOLINE DIVISION FOCUSES ON: FUEL SUPPLY, IGNITION, COMPRESSED
NATURAL GAS, FLEX FUEL, HYBRID TECHNOLOGY, ETC.
7. 7. Diesel Systems Division • Bosch is the leader in manufacturing diesel injection
systems.These systems are used to develop diesel engines. • Some subdivisions of this
division are EDC Electronic Diesel Combo, air management, injection management, and
exhaust gas management.
8. 8. Kazakhstan • Language: Kazakh, Russian • Religions: Islam, Russian Orthodox • Poor
education & Infrastructure • Insufficient market of skilled laborers or Master’s degree holders
• Third world country • Unattractive to Expatriates
9. 9. The Dilemma
10. 10. The Solution • HireTCN’s to come in and train the locally hired employees on the
company’s operations and culture. • Due to Kazakhstan’s location, language and culture we
have decided to bring in employees from our Russian headquarters.We will be hiring many
local employees in Kazakhstan as well. • https://www.youtube.com/watch?
v=mS9VnaxYhPo&list=PL3BxlfZPHLi SaWIY-UCaGyau5_8B6_tVy
11. 11. The Regiocentric Solution • Minimize the barriers between our German headquarters and
our Kazakh subsidiary by providing a neutral third party division (Russia) that is well
acquainted with the company, its culture, and the culture and language of Kazakhstan as
well Kazakhstan • Fluent Russian Speakers • Russian official language of business • Former
Soviet Republic • Approximately 25% Russian & Ukrainian population
12. 12. The Polycentric Solution • Hire Locally through globally recognized universities in
Kazakhstan that offer masters degree’s in business and engineering • Promote and develop
HCN’s through Management development and training programs • Training programs will
include a 6 month assignment at the German headquarters.There they will be able to
sharpen their skills and understanding of Bosch company culture.
2. The case looks at the workforce planning policies and processes at Capital one. The company
looks at the long term vision of the organisation's goals and strategy and plans its workforce
accordingly. Anticipating the future needs of the company allows them to be plan their
workforce policies effectively and within the prescribed boundaries, and to ensure the firm is
always prepared and ready with the right workforce to ensure business success. Capital one
uses metrics, analytics along with the participation of HR and all the business leaders/line
managers to understand the current and future workforce needs such as staffing and skills mix.
The planners also capture employee engagement details to predict productivity, recruiting,
training, attrition, costs associated with all staffing activities. The company has different
business units with different goals and this is handled by allowing units to manage their
workforce planning to suit the goals of that unit. Planning is done by the business units for their
own units when needed, which allows for variations based on work type and function, growth
forecasts to plan workforce needs. This allows them to plan and manage their own units
independently and to try out different approaches that suit their unique needs. The case shows
that working in silos is an approach that could work for any company with diverse business
units, rather than the traditional …