Alcan Australia Limited - research paper

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Running Head: ALCAN AUSTRALIA LIMITED RESEARCH

Alcan Australia Limited

Executive Summary

Alcan Australia Limited The Australian Aluminium Company was created in 1936, later becoming Alcan Australia Ltd. In October 2007, leading mining organisation Rio Tinto acquired Alcan. Alcan integrated with Rio Tinto's existing aluminium business, resulting in Rio Tinto Alcan. Rio Tinto Alcan claim to be the global leader in the aluminium business (BLCP, 2008). "We are one of the world's largest producers of bauxite, alumina and aluminium.

The case is about the reduction in environmental issues and protection of the employee's safety and health, as the Alcan Australia gives high priority to the employee's leadership and motivational development and their safety and health. This objective was aimed to achieve through the leadership program in which employees from all level of organization will be benefited which will lead to increase in production, reduction in defects, improvement in health and safety of employees, and reduction in environmental issues caused by the Alcan's operations. Travis Engen, the CEO of the Alcan Australia Ltd, identified that health and safety, environmental management, and motivation are the key elements of to improve the performance of employees that would leads to "Journey to Zero", zero jobs related illnesses and injuries. The case emphasizes the leadership program which was developed to engage employees emotionally and intellectually to develop leadership knowledge and skills in the employees to achieve the final objective of employee safety and health and reduction in footprints of environment (Brown, A., & Kelly, 2006, p.22-25).

Overview of Case

In the case study, scenario of leadership training program in two companies is discussed. Both of the companies are in competition to get the contract from car manufacturing company. Due to the intense competition the pressure is also intense on the General Managers of the companies in order to reduce costs and increase productivity. The leadership program is developed to mirror the integration of knowledge and skills of employees; selection of alternatives to get the rewards and positive outcomes; cost and benefit analysis; principles for high productivity; and employee safety and health and environmental foot print.

The case discusses the first stage of the leadership training program in which employees of both of the organizations are required to hold a meeting for planning to apply the leadership and motivation principles systematically (Dowling, 2008, p. 4-9). Those principles are setting the inspirational goals and challenges, understanding and utilizing the talents and skills of the employees, creation of stimulating and enriched work environment, showing high level of confidence and trust of employees, and building team spirit and cohesiveness.

Introduction

Rio Tinto Group (LSE: RIO, NYSE: RTP) is an international business group sector mining , formed from the merger in 1995of Rio Tinto-Zinc Corporation (RTZ), based in the United Kingdom and formerly known as Rio Company Tinto Limited and Rio Tinto of Australia Limited Conzinc (CRA), based in Australia. It is the coal world's largest mining group with a profit of 8.974 million U.S. dollars in the year 2006 on a turnover of 25,440 million. It agreed to buy Canadian aluminium company Alcan Inc. for 38.1 billion dollars, in a move that will create the largest global leader in aluminium. The President of Alcan, Dick Evans, will lead the new division will be renamed "Rio Tinto Alcan" and will have its headquarters in Montreal (Jackson, 2007, p. 727-786).

Bingham Canyon Copper Mine (USA), owned by Rio Tinto Group and Kennecott Utah Copper Corp. The Company is engaged in the extraction of iron ore, copper, coal, talc, titanium dioxide, salt, aluminium and even diamonds through several divisions throughout the planet.

Training Offered by Alcan
Alcan Australia provided a great opportunity for its employees to develop the leadership knowledge and skills and to prevent the work related injuries and improve productivity.

Alcan Australia follows the complementary theory of leadership in which leadership is based on the ability of the leader to establish the relationship between the situations, the tasks required the latter and also the members of the group (See Lea, David, 1999, p.151-162). The criterion of good leader is the ability to guide the group toward the goal with creating success in the latter's desire to work in the mobilizing to achieve the goal or task requested.

As like the group leader theory, in the leadership training program of Alcan Australia the group of employees is a social unit consists of a set of individuals which interact with each other. And the roles and functions of leadership are defined in relation the relationship it establishes with the group. Function were guided leading position were planed, organized and motivation was the key element. The leader therefore knew the capacity of the group to understand and anticipate its potential obstacles and challenges to the treat or manage positively. This is the foundation of relationship between the leader and the group. While the conservation a strong and unified structure that resists factors disintegration of the group requires a leader, but it is the nature relationships in the group that facilitates or hinders the work.

What Contributed to Alcan's Success?

Excellence in Health, Safety and Environment

Excellence in management responsibilities HSE is essential to Alcan's long-term success. Alcan is committed to protect the environment, prevent pollution and protect the health, safety and welfare of those who work at or visit its facilities. Alcan respected the laws, customs and cultures of the communities where it operates. Its ultimate goal is "zero injuries". And vision is based on its core values of accountability, respect, teamwork and integrity for which it provide training to employees (Finegold, 2008, p. 21-53.

Climate Change

Contribute to finding solutions to climate change is one of the ways Alcan Australia used to strengthen the leadership of its industry and its competitive advantage. By joining forces with its employees, customers and other key stakeholders, Alcan promote greater energy efficiency and increased use of aluminium applications as a means of reducing emissions of greenhouse gases and all of these objectives were achieved by employees participation and commitment to the work through motivation and leadership skills.

Alcan Australia also continues to invest in advancing its technology APMC, widely recognized as a benchmark in the industry. To its customers worldwide, it shows that the use of our technology solutions CMPA produced excellent results in terms of reliability, efficiency, sustainability and productivity, while technology electrolysis the cleanest, with the lowest emission levels.

Key Reasons for Success of Alcan's Leadership Training Programs

The key reasons of the success of the Alcan's leadership training program were: workers given value most, they were being appreciated for their work, to keep them informed about things that affect the whole, workers felt themselves respected and esteemed, they were realized that they are doing something meaningful which will add value to their life and skills and which will lead to excel in their career. The most important factor were: commitment for achieving results, being valued and feel important, to be included and accepted or admired by the group, compete and be ahead of other groups, gain influence and status, earn more money, access opportunities to do things.

The other key success factors were related to motivation of employees: Involvement of employees in identifying problems, solving them and decision making. Social psychology studies reveal that involve staff in a collaborative process, increases your level of commitment. Provide opportunities for learning and improving their skills. Discover new and better ways to encourage their employees to do things (Espinoza, Javier, 2009). Many other ideas came from the imagination of the employer. Employees poll subordinates and discover their goals. Conditions were established in which collaborations occurred easily and naturally. The teamwork created a sense of community for the individuals involved and helped them feel like partners.

Responding to individual needs, showing interest, and demonstrating an alignment between personal and organizational goals contributed well in the success of the program. It is important to explain how workers can obtain individual benefits at the same time benefiting the organization which the leadership training program did. Creation of an environment of trust and respect was other factor.

Motivation Principles Highlighted by Alcan's Leadership Training Programs

The leadership can be found in any business, both private and state in everyday life. It is therefore tempting to bringing this concept, as well as other related categories. Definitions of the word leadership can be seen in two ways-as a process and as a property. The first of these categories has a problem as a process that does not enforce the impact of ongoing management and coordination of activities coordinated group of participants in the attainment of the objectives of the organization. Property and a set of leadership traits or characteristics attributed to those who are well regarded and considered to be effective at putting this kind of impact on other individuals. With this leadership in the organization straight lines show that the leader is not just a manager in the organization but also other person who acts as a leader in other interpersonal relations (Management Overview, 2009). The leadership in the organization can be defined also as the manager to exert special influence on other employees, as a result of which they started performing his tasks and goals.

Leadership in an organization is a complex process with a few basic ingredients; it is therefore tempting to their inclusion and characteristics. These are: Power-leader in the organization comes down to making a decision by the manager, as well as to enforce their implementation. This authorization comes under the post occupied by the organization, ability to understand the motivating forces-leader in your organization; you should know what factors motivate his subordinates as Alcan Australia did in its training program for employee safety and health and leadership, the ability to create a climate of motivation-excitation, it follows directly from the personal characteristics of a leader-manager of the organization, such as personal charm, attractiveness and eloquence.

Style-is the way in which the manager acts on their subordinates. The style of the manager, who is acceptable to the rest of the working group, produces positive results in terms of performance objectives throughout the organization.

As pointed out, the very extensive process of leadership in the organization could not take place without the person at the very top of the company-leader, leader, manager or supervisor. The terms of this position are many and can be used interchangeably. It is clear that the process of leadership and success of an organization depends to a large extent on the head. Leader is a position in the company, occupied by people who, through their work, intelligence and creativity, striving for success (Freed, Jamie, 2008). To maintain earned reputation cannot rest on their laurels, they must constantly adapt to changes in the economy, politics and social environment. The future and even now draws the contours of the present day modern managers, officials and bureaucrats do not, but entrepreneurs, moderators and promoters.

Recommendation

The function of leadership acts as several overlaid forecasting operations, coordination between activities, encouragement and motivation of the group members. Know what happens within the group, its location and to do to new situations. The concentration of the internal relations of the group and its consolidation through the amortization of tensions and the creation conditions of group unity and solidarity.

Discover the Elements of Leadership

To ensure the achievement of the goal of productivity improvement, employee's safety and health, and environmental footprint reduction, the mangers of the company must play a key role to motivate the group. But motivation is not always physical or extrinsic may it originates elsewhere, but it is only effective if it springs from the depths of the individual himself. Motivation refers to the image that the leader of the self and the group developed person. To the question "What type of leadership promotes motivation?"American psychologist Claude Levy Leboyer, postulates that: "This is transformational leadership" because it allows develop intrinsic motivation leadership and not "transactional" based on a report authority ("You do that, and if it is well done, I give you a reward at the end ").

Motivation is a Real Engine of Performance

Expectations of employees of an organization are two types: first, external expectations such as wages, promotion, and the quality of the work environment. Relative to expectations, everyone is a question of type: performance will be recognized by the organization. Clarify what Alcan expect from employees, for which they are being trained, and make them realize that what they work is an essential step.

It allows estimating the capacity of the organization to meet its expectations. Internal expectations, in turn, are related to attitudes and employees want to develop skills through their work and feelings of pride, satisfaction, progression arising from the effort to get there. Thus, the frequently asked questions are: "Is what an employee can grow in his work?"Or" Is his work has meaning for him? "When he responds positively to these questions, he esteems and his confidence increase his development is real professional." All of these questions are required to be answered in order to motivate the employees (Edwards, 2007,p. 94-111).

Sources of Motivation

Several authors have lean on identifying factors acting on the motivation and performance of a person job. The most influential was Frederik Herzberg which has distinguished factors.

Hygiene Factors: They should be associated to elements of encouragement to give a performance satisfaction, these factors are missing in a workplace, and the salaries may be affected dissatisfied and decrease performance.

Hygiene factors should be related to the context in which to perform the tasks are as follows:

- The salary
- The physical working conditions
- Job security
- Procedures of the organization
- The behavior of the supervisor

Factors of Motivation

Innate desire of every person should be used to achieve and thus improving their satisfaction. But the presence of these factors is related directly to the content spots like:

- The complexity of tasks
- The completion of a difficult job
- The consideration or recognition of others as a result a force or a success
- The responsibility associated with the job held
- The personal development through knowledge and experiences
- The promotion and advancement

References

BLCP (2008) Coal-fired Power Plant - The Climate Killer '. Greenpeace.

Bougainville Copper Limited Annual Report (2007) Bougainville Copper Limited.

Brown, A., & Kelly, S. (2006). A practical guide to developing an effective measurement program: Linking employee research to business performance. Strategic Communication Management, 10(6), 22-25.

Cooke, F. (2005). Vocational and enterprise training in China: Policy, practice and prospect. Journal of the AP Economy vol. 10 no. (1) pp. 26-55.

Dowling, P. (2008), International human resource management: Managing people in a Multinational Context, (4th edn), Thomson, Pp. 4-9

Edwards, T. (2007). The renewed "American challenge": A review of employment practice in U.S. multinationals. Industrial Relations Journal vol. 33 no. (2) pp. 94-111

Espinoza, Javier. (2009) "Rio Tinto on the Hunt for Cash", Forbes, April 6, 2009.

Finegold, D. (2008). The failure of training in Britain: Analysis and prescription. Oxford Review of Economic Policy vol. 4 no. (1) pp. 21-53

Freed, Jamie. (2008) " Chinese raid on Rio Tinto Could thwart BHP ', Sydney Morning Herald, Fairfax Digital, February 1, 2008.

Gonzaga University, & Robert K. Greenleaf Center (2005). The International Journal of Servant-Leadership, 1(1), 3-27

Gonzalez, S. (2008). A new approach to the best practices debate: Are best practices applied to all employees in the same way? International Journal of HRM vol. 15 no. (1) pp. 56-75.

Jackson, S. (2007). Organisational characteristics as predictors of personnel practices. Personnel Psychology vol. 42 no. (4) pp. 727-786.

Management Overview. (2009) Rio Tinto website. Rio Tinto.

See Lea, David (1999) Corporate and Public Responsibility, Stakeholder Theory and the Developing World, Business Ethics: A European Review, 8 (3): 151-162.

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