Flaxo Exports: Managing People in a Small- to Medium-Sized Enterprise Case Solution And Analysis, HBR Case Study Solution & Analysis of Harvard Case Studies

Very successful Indian SME manufactured furniture textiles and acted exclusively in the export sector. The company had no formal human resources (HR) systems and procedures, as well as not have the personnel manager. Individual entrepreneur took only a little boy, MBA, is a partner. He had the consent of the father to his ambitious plans to expand the business, including the manufacture of similar products to meet the needs of the domestic market, and in this connection I cash in on the brand Flaxo, the company has created over the years in the export market by strengthening its domestic market. Tells the story of a typical business strategy and people-management practices that are followed by small and medium businesses in India and helps to understand people management in small and medium enterprises, including the situation of labor relations and the entire structural and process dynamics that surrounds these events. These activities are marked Flaxo practice paternalism caring employers, whose leadership style helps him to gain a competitive advantage through greater employee commitment. Highlights some of the indigenous employment practices and work organization, which became part of the culture of the industry, and focuses on how the owner gets more benefits, based on these practices. Causes the dilemma of a new partner (son earlier owner) as if he should establish formal HR systems and procedures in its attempt to create a brand Flaxo and thus, professional management of people, or should he continue the existing time-tested practices of indigenous peoples, which are cost effective and is now working well. "Hide
by Debi S. Saini Source: University of Hong Kong, 10 pages. Publication Date: September 17, 2007. Prod. #: HKU668-PDF-ENG