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Executive summary M&DDiv is the manufacturing and distribution division of PolyProd which produce a variety of high technology products for industry and home use. It comprises of headquarter located in United States and other four sites around the world. The headquarter organization is responsible for products designing and manufacturing methodologies and leave the maturing manufacturing to the other four locations. Each location houses both manufacturing and distribution process. During its entire 11-year history, M&DDiv has been experiencing exponential growth that brought huge changes in various aspects, however, the support system ,such as information and knowledge management system have struggled to keep up with the growth. Throughout M&DDiv there is a subtle but strong resistance to large-scale change, many wise projects wither and die due to lack of implementation support. Over the last several years the friction developing between headquarters and the other locations has been increasing. The continued growth of stakes will cause serious problem that could inhibit the company’s growth. So the company should set up a common cognition in strategy management of eliminate of resistance and give more support to create a high quality output with efficiencies that contribute to our competitive edge. Good products require good documentation. Having chosen to pursue a quality strategy, M&DDiv is committed to provide a good product quality hinges on a huge quantity of documentation system. However, despite heavily investment in create and maintain the documentation process, it still regarded as unsatisfactory by the majority of employees and managements. So the documentation processes and procedures need to be change because these processes govern the creation and use of the specifications and formal procedures required by the manufacturing organization. As all these require the implementation of company strategy of “soft” HRM we have a focus on high quality inputs and the value of positive culture, value alignment and create trust and loyalty across the work group. The achievement of competitive advantage to the business requires positive and proactive strategies practices to employee involvement and training; set up the authoritative management system and policy. We believe that these will brings with it the advantage of increased productivity. This combination creates an environment in which sustainable success can be secured. Problem identification and analysis People are lack of motivation. Statement of major problems 2. Training; Recommendations Implementation 2. Training; References Bain, P. & Taylor, P. (2000), “Entrapped by the electronic panopticon: worker resistance in the call center”, New Technology, Work and Employment, Vol.15, No.1, pp.2–18. Belt, V. & Richardson, R. (2005), “Social labour, employability and social exclusion: pre-employment training for call center work”, Urban Studies, Vol. 42, No. 2, pp. 257-270. Boxall,B.E. and Huselid,M.A. (1999) “Strategic Human Resource Management: where have we come from and where should we be going?” International Journal of Management Review, Vol.2, pp.183-203. Butler, D.L. (2004),“Bottom-Line Call Centre Management: creating a culture of accountability and excellent customer service”, Elsevier, New York. Chambel, M.J. & Castanheira, F. (2005). “Different temporary work status, different behaviours in organization”, Journal of Business and