Syngenta is a global Swiss agro-industry that produces seeds and agrochemicals. Syngenta is a biotechnology company that carries out the genomic study; it came into existence in the year 2000 with the merger of Zeneca and Novartis Agribusiness. By 2014, Syngenta was rated as the globe’s chief crop chemical manufacturer, the most robust in Europe. Syngenta’s based in Basel Switzerland. As a principal agriculture company, Syngenta works to advance worldwide food safety by allowing millions of farmers to make better make use the available resource. Syngenta is committed to endorsing maintainable agriculture via technology and innovative research. Syngenta has an employee task force of more than 24,000 employees in more 90 countries globally.

Organizational Structure of Syngenta

Well-qualified ground-breaking scientists are a central forte of the business. Yet, Syngenta also requires persons in another auxiliary role to certify the produces that its scientists improve can attain their chosen consumers and markets. A critical emphasis on developing and recruiting employees aids Syngenta continue to be a key player in an extremely competitive industry. The corporate prides itself on appealing experienced and engaged employees. When individuals are employed, it fully exploits the depth and breadth of available talents.

On a global scale, growers and farmers are looking to upsurge produce from their parcel. Syngenta’s scientists are bent on increasing products to meet the global request from agribusinesses and farmers for products at a competitive price. According to Shah, Gandhi, & Armstrong (2014), Syngenta’s worldwide sales were around $11.6 billion, from this 37% were proceeds from the Middle East, Africa, and Europe while nearly 32% were proceeds from NAFTA region. Syngenta offers a wide range of product from professional products (turf products and seeds, garden plants and seeds) and crop protection (fungicides, herbicides, insecticides, non-selective and selective herbicides).

Syngenta functions via a matrix structure. This involving employee from dissimilar departments operating as organized teams on particular tasks and projects. This strategy brings most of the workers’ talents and abilities and enables purposes to work together more efficiently.

Syngenta Organizational Culture concerning Cameron and Quinn

Authors Quinn and Cameron (1999), have established structural, cultural framework constructed on a theoretical model known as Competing Values and Framework. This structure refers to an organization’s ability to focus on internal and external factors and whether it works for control and stability or individuality and flexibility (Campbell, Wilby, Sutton, & Wäckers, 2017). This structure is also base on four predominant culture types (adhocracy, clan, hierarchy, and market) and six organizational culture dimension. To supplement the framework, the authors developed an Organizational Culture Assessment instrument that can be used to identify culture profile of an organization by interpretations, assumptions, values, and strategies that define an organization. The main issue related to Syngenta’s organizational culture is its linkage with organizational performance.

Developing organizational culture takes the time to set up but once proven are resilient and powerful. This has significance Syngenta that was developed from the merge of two different companies and thus different culture. From Campbell, Wilby, Sutton, & Wäckers (2017), Syngenta has tried to reinforce its task culture though reinforcing its core values. Task culture is described a project-driven with leadership based proficiency for the task hand. This culture is highly effective and results in rapid development, but its downside is there might be a lack of overall cohesion.

Management Style at Syngenta

Syngenta has a democratic management technique. Authors Brain et al. (2017), describe democratic management as a form of management where managers permit employees to partake in the decision-making process; where everything is agreed upon by the majority. For such a management style to work, communication must be extended from managers to employees and vice versa.

Authors Elcombe et al. (2014), states that Syngenta has been working towards employees’ leadership as the core of their middle manager’s responsibilities engaging them in development issues and filling gaps between first level leadership and senior leadership programs. This strategy is set to help develop Syngenta’s organizational approach into tangible actions. To achieve this Syngenta must develop programs that will actively engage middle managers in developing proficiencies and using them to manage their teams and incorporate Syngenta’s corporate approach. Such programs will facilitate the active collaboration between line managers and their delegates. Delegates were established to aid with counseling and peer support with mentor consultants who conduct objective online reviews.

Human Resource Management in Syngenta

Reward Management

Recognition and reward are key aspects of total employee proposition, value and supporting the culture at Syngenta that enables the organization to motivate, engage, attract and maintain highly successful employees who deliver objectives and strategic plans for the company (Chabaane et al., 2015). Reward and benefit programs are aligned with market conditions in various global locations. Employees at Syngenta are rewarded for their contribution to the organization performance management systems stresses on the need for mentoring and development alongside appraisal. Incentive programs are connected to individual and financial performance indicators and support worldwide culture and strategy.

Training and Development

Syngenta provides training and development to its workforce by providing whatever technical training they require. This training usually occurs after a specified period and provides the work force with additional and advanced competencies that will facilitate employees to compete fairly in the current competitive market. Training is an important aspect of any business and as such Syngenta has prioritized it to ensure employees have learned new and better techniques for addressing issues.

Conclusion and Recommendation

Syngenta has an impressive business structure, and this has allowed them to become very successful in the agribusiness industry. They have developed and sustained a business culture that stresses on the essence of service and product delivery. This business culture may lead to a lack of overall cohesion within the company and as such I would recommend that Syngenta puts measures in place to ensure cohesion within the company and this will enable even faster development and progress.


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Campbell, A. J., Wilby, A., Sutton, P., & Wäckers, F. L. (2017). Do sown flower strips boost wild pollinator abundance and pollination services in a spring-flowering crop? A case study from UK cider apple orchards. Agriculture, Ecosystems & Environment239, 20-29.

Chabaane, Y., Laplanche, D., Turlings, T. C., & Desurmont, G. A. (2015). Impact of exotic insect herbivores on native tritrophic interactions: a case study of the African cotton leafworm, Spodoptera littoralis and insects associated with the field mustard Brassica rapa. Journal of Ecology103(1), 109-117.

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Shah, P., Gandhi, N., & Armstrong, L. (2014). Mobile Applications for Indian Agriculture Sector: A case study.

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