Riordan Gap Analysis

Riordan Gap Analysis

Running head:   GAP ANALYSIS: RIORDAN

Gap Analysis: Riordan
NSK
University of Phoenix

Gap Analysis: Riordan
      This paper deals with the handling of negotiation and how an organization plans to build a newly purchased production facility.   However, Riordan Manufacturing is faced with strategic planning on hiring employees for the new facility.   In addition, the new production facility has been acquired in Hangzhou, Province of China and now Riordan must find labor workers from Pakistan, India and Korea.   The key here is to define how Riordan Manufacturing will prevail in the handling of various ethnic groups working for one organization where integrity, respect and commitment will prove to be the foundation of change.

Situation Analysis
Issue and Opportunity Identification
      Manufacturing was founded in 1991 by Dr. Michael Riordan who is highly experienced in chemical and plastic industry.   Dr. Riordan realized how Riordan can increase its business if the company opens a production facility.   Therefore, Riordan decided to acquire the facility in Hangzhou, Province of China after thorough research about how well the facility has prospered and decided to consider expansion opportunities.   Therefore, by the expansion of such facility, Riordan Manufacturing will now become a multinational corporation (MNC).   Please see detailed information about MNC in Table 1).
      In addition, Riordan is will have to hire diverse personnel to work the production facility.   However, due to strong competition in China’s workforce Riordan will have to hire other foreign labor workers from various cultures such as Pakistan, India and Korea.   Therefore, Riordan is allowing the company to become a more diverse organization.   There will be cross-cultural issues.   Each ethic group will need to know how to work with each other and respect each other’s cultural differences.   Riordan will need the expert advice of Charles Williamson, VP of International Operations in...