Meatpack Case Study Analysis

Running head: MEATPACK CASE STUDY ANALYSIS
MEATPACK CASE STUDY ANALYSIS
Name of the student:
Name of the University:
Author's Note:

1
MEATPACK CASE STUDY ANALYSIS
Answer to question 1.
According to the present situation of Meatpack, the founder and CEO, Derek Bison must
be taking a more hands-on approach to the business. This is due to the fact firstly, he is currently
running the fourth generation of the business that needs more competitive advantage. Secondly
the company is currently aiming to become a 1-billion-dollar company by the year 2020.
Meatpack therefore, needs a more cautious strategies to outperform the rival companies that have
increased the competition level in these three generations of the business of Meatpack. The CEO
of the company is more capable to identify the needed changes in the workplace more effectively
as he has pointed out that the company now needs immediate changes in the senior leadership in
one hand and the cultural or performance changes on the other.
In order to bringing changes, the company had needed most effective support of the CEO
and founder himself but he did not take any hands-on approach but introduced his company to
Human Synergistics Circumplex that would be helping the human resource of the company to
increase more collaboration in the workplace. Meatpack has been seen to have aggressive or
defensive behaviors as pointed out by the Human Synergistics Circumplex in terms of culture
which needs to be changed into the constructive one. Therefore, Bison has aimed to change the
company structure complete by changing it to horizontal organization rather than a hierarchical
one. Therefore, he has started to provide trainings to the employees and expecting that the
change will be impending. However, it has not been understood by the CEO that no company
can completely change its organizational structure through only training but it needs more time
to make the employees understand the new advantages of the new structure and what are the
problems with the previous one (Barney 2014, p.224). The CEO has decided to change the
structure of his organization without understating whether there are any other possibilities to
make the organization more constructive rather changing the organizational structure completely
which is one of the toughest initiatives (Carlson, Harris & McLeskey 2013).
The head of the company does not ask for any incorporation from his fellow managers
but decided to bring such changes. This is the reason why the managers in one hand do not know
anything how the changes will be improvement not the employees have any idea why they need
to change themselves or what will be the impact of such change. The plan and strategies all are
formed by the CEO himself who only know how to reach the goals. As the theories of leadership

2
MEATPACK CASE STUDY ANALYSIS
relates that the leaders need to share their ideas with the senior management and ask for ideas so
that the changes in the organization but in this case, the leaders are not ready to share any idea
with the senior management rather believe in imposing changes from the top to bottom level.
The head of the company, Derek Bison has described himself to have some ambitious
qualities of leadership which has helped him to dream big and soar high in the competitive
business setting of Australia. These qualities include his interfering, competitive, obsessive,
restless and visionary aspects (Ethiraj, Gambardella & Helfat 2018). However, these qualities are
themselves not constructive rather aggressive. This is the reason why the organizational culture
has become aggressive. Hence it can be stated that the leader himself need to be more
constructive in his thought process but is implementing changes in the behavior of the senior
management team with the help of an executive coaching and senior leadership development
company.
Another aspect of effective leadership is related with the consistency of the leader. The
leaders of a successful company take more hands-on approach to implement changes in the
organization built in the case of Meatpack, the leader Bison has limited consistency in his job.
Biron initially was quite enthusiastic about the executive coaching program in the company but
gradually he lost his attraction and stopped direct involvement in this particular program. He
himself was the person in the company who needed this training to become more constructive as
he makes all the decisions in Meatpack. Bison has stated that the impact of such employee
development training he felt to be effective for the progress of the human resource but found
himself to be struggling with this particular transition. Therefore, it can be stated that the
leadership problem in which the company had been previously, had no change now. He is not
being able to intervene or direct others even if he is feeling that sufficient changes are not being
made.
The communication gap among the senior managers with the leader of the company is
not very supportive. As the leaders of the organization has never supported or invite the ideas of
the others in the decision-making process, the members of the senior management also feel
reluctant to question the leader’s decision but follow those mutely. The inability of the leaders to
work hands on in the business the members of senior management of the company have been
changed several times. Moreover, the reporting factor in Meatpack where the managers are to