Doradca Case Study
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Recent political events in Poland have led to an increase in the opportunities for private enterprise. There are tremendous difficulties associated with initiating new companies, but for those Poles willing to take advantage of joint ventures and other opportunities, there can be good payback and strong potential. One such company, Doradca, began under during the time of the communist regime, and had strong ties to Solidarity. It grew from two employees in 1985 to more than 20 in 1991, and one of its most important participants, Jan Bielecki, was named prime minister in 1991 in part because of his familiarity with Western trade practices and his own companies success. This research considers the unique problems of human resources within Doradca, which are based in the company's unique history and place in the Polish business landscape.The company's biggest strength is its network of international contacts. Doradca has worked with companies around the world to assist them in recognizing and pursuing opportunities in Poland, and also has entered the market as a trading company, foreign exchange operator and architectural consultant. These different operations have led to a variety of revenue sources, but have also taken away the emphasis from any one area of concentration. Nonetheless, the company is recognized in the international community as being effective in its activities, and its ties to the current prime minister are also strong and
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must use recent college graduates nearly exclusively.
These raw staff members can look forward to a career that offers good potential to learn about the international market if the company is successful. However, the competition in the market for finding people who already have this expertise makes it difficult to attract clients willing to work with the younger staff members. If the company can put a training structure into place that offers formal training to its staff, it will also help overcome reluctance on the part of the market to deal with Doradca. This has the long-term benefit of making the company even more competitive.
Recruitment
Doradca is not located in Warsaw, the capital, but instead in Gdansk. There is very little unemployment in Gdansk, and wages run high; employees who move elsewhere in the country can make even more money. As a result, there is a high level of competition for those individuals in the workplace. The company focuses its recruiting efforts at Gdansk University, but recognizes that it is receiving employees who are eager, and educated, but who lack "real-world" experience. Another drawback to this type of recruiting is that the company trains new employees, but may lose them after train
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Approximate Word count = 1688
Approximate Pages = 7 (250 words per page)
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