Hong kong furniture is one of the leading furniture companies in Hong kong and founded in the year 1986. The relation in between the workers and the founder of the company was very stable inside the work place of the company.
Issues arises after establishment of Melbourne office such as poor written English and poor communication English of the employees of Hong kong furniture. Besides, the old pattern furniture re style is the severe issue for the company in order to enhance their growth.
This study included the internal environment as well as the external environmental factor of Hong Kong furniture in Hong Kong. The strength, weakness, opportunity, as well as the threats of Hong kong furniture in Hong kong, has been discussed in this study. The business activities of Hong kong furniture with Melbourne office has been analyzed hereThis report includes a compact recommendation that has given to YK, the founder of the company in order to improve the activities and communication of their employee.
According to the ideas of Pang and Lo (2017, p.221), it can be stated that the internal environment of Hong kong furniture in Hong Kong was stable before establishment of Melbourne office. The financial condition of the furniture company was stable and the business was going in a proper way. All the employees felt secure during doing their duties. In addition to this, the communication in between YK, the founder of Hong kong furniture was so strong and the employees felt secure and had a melodious working relationship with the founder of the company. In addition to the opinion of Ren et al. (2015, p.969), it can be clearly said that Hong kong furniture company was able to high quality furniture with low production cost. Besides the service provided by this furniture company was so good. With all these, good quality Hong kong furniture was able in order to establish a profitable distribution network in Singapore as well as Malaysia.
Based on the ideas of Wan and Toppinen (2016, p. 52), it can be clearly stated that the employees in Hong kong furniture gave their best performance to the company while manufacturing the furniture. This internal factor of giving best performance helped the company in order to enhance their market shares. All the workers of Hong kong furniture company obeyed all the rules and regulation mentioned by the company. This internal factor of maintaining all the rules and regulation helped the company most in order to get good performance from the employees. In addition to the concept of Wan et al. (2015, p.224), it can be clearly said that both the culture and management style of Hong Kong furniture was traditional. Most of the time, the family members of the company holds the key position. Besides, the other employees or workers were treated with respect and the employees showed great respect to the founder of the company and as well as showed loyalty to the company.
The most important factor that attracted the employees was light control of YK upon his employee. Besides, the founder of the company involved himself in every minor decision that had a greater impact on the performance of the employees as well as market share of the company. In addition to the opinion of Yu et al. (2016, p.179), it can be clearly stated that the employees felt comfortable at the time of doing their job with following all the instruction as well decision taken by YK. In addition to this, the company demanded loyalty from their employees more than production so the employees did their job with full of loyalty and automatically both the quality and quantity of the product was enhance. A social gathering was arranged by the company in order to promote the family atmosphere inside the workplace and it had a greater impact on the performance of the employees.
On the other hand, besides the positive internal factors of the company there were some negative internal factors that had an effect the growth of the company. According to the ideas of Yu et al. (2017, p.2263), it can be clearly stated that the furniture company in Hong Kong was no human resource department as well as no human resource policies. In addition to this, line managers of the furniture company were appointed in order to undertake the human resource administrative activities as well as all the decision of HR department was taken by YK. Although such decision made by YK was sometimes unfair, that had a greater impact on the performance of the employees.
Based on the ideas of Wong (2017, p.1), it can be clearly stated that after establishment of Melbourne office the market share of the company become decreased. Apart from this, the internal structure of Hong kong furniture company has been deteriorated due to lack of proper decision from the human resource department. Besides, , YK believed his decision make the company flexible as well as give instruction to the employees in order to do their job with full of speed. In addition to this, all the operational activities related to manufacturing of furniture has been micromanaged by YK as well as he gives all the concentration on financial targets and cost control. Furthermore, Hong Kong furniture company had no specific business plan strategies as decided by YK and absence of any business plans the company failed to provide good quality furniture at the right time.
In addition to the opinion of Yu et al. (2016, p.179), it can be clearly stated that decided to select the employees from Australian labor market but Patrick, the sales representative of the company failed to require graduate employees. The unskilled employees are the main reason behind deterioration of the growth of the company. The poor quality of written English as well as poor communication skill in English of some of the employees of the company was the main reason of failure in order to maintain effective communication with the head office. Besides, this poor communication skill created misunderstanding. Moreover, the design of the furniture provided by Hong Kong Furniture Company was not improved that is the severe issue for the company in order to enhance their market share.
According to the ideas of Pang and Lo (2017, p.221), it can be stated that Hong kong furniture faced a stiff competition with the European company. The furniture style of that company was advanced as well as the price of the furniture was very low compared to the furniture provided by Hong kong furniture. In addition to the concept of Wan et al. (2015, p.224), it can be clearly said that Patrick, the sales representative of the company failed to manage the deterioration of the company and YK started criticize Patrick in front of the other family members which greatly affected the growth of the business.
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