Cirque De Soleil Essay

The centralized HR system is a process is where the management of the company provides decision-making authority. Cirque de Soleil’s headquarters were located in Montreal after Cirque tried decentralizing management in North America, Europe, and Asia in the mid-1990’s after artist rebellions. Artist rebellions were based on the fact that “many performers disputed whether management was doing what was best for them…” (Cirque). Cirque hoped to be “an important agent for the urban, social, and cultural revitalization of a disadvantaged district.” The centralized process takes responsibility of each and every department of the company. While there are many benefits to a centralized HR department; such as, it’s communication skills, better
A centralized human resource system provides better concentration so that the company can increase the quality of their work and maintain a better concentration level. Some employees at Cirque began working there because they were learning and practicing with the best in their field. Green, who worked in props, was always told that if he needed extra time to build something, he could have the extra time since the quality was important to Cirque. Frederique in costumes mentioned how his boss at his last job did not care about quality, and how everyone in Cirque “notices every last detail” and how work is recognized.
The difference of opinion usually occurs in the hiring process. With Cirque already being so big, Murielle Cantin, casting director for Cirque du Soleil, was worried that Cirque was growing too fast for its own good. Despite the fact that Some of her artistic advisors urged her to go because they had scouted potential performers there, Cantin debated on going because she felt that there were already enough artists and if she was even fresh anymore to evaluate them. Originally, Cirque only needed fifty new artists every two years, but now needed one hundred artists every