Case Study Analysis on MEATPACK: Organizational Behaviour

This case study analysis focuses on the leadership styles adopted by MEATPACK for bringing change within the organizational performance. It discusses the justification for Bison’s approach, effectiveness of the senior leadership changes, and the role of flatter organizational structure on the cultural changes.

Running head: ORGANIZATIONAL BEHAVIOUR
Case study analysis on MEATPACK
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Table of contents
Introduction................................................................................................................................2
Company profile.........................................................................................................................2
Discussion..................................................................................................................................2
Justification for Bison’s approach..............................................................................................2
Effectiveness of the senior leadership changes..........................................................................5
Role of flatter organizational structure on the cultural changes................................................8
Conclusion................................................................................................................................11
References and bibliography....................................................................................................12

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Introduction
The behaviour exposed by the personnel adversely affects the performance of the
companies and organizations. The managers play an important role in regulating the
performance of the staffs. This regulation is reasoned behaviour in terms of achieving the
desired outcomes. Developing plans, based on the performance of the employees, proves
beneficial in terms of systematizing the activities according to the identified and specified
requirements (Miner 2015). This assignment peeks into the leadership styles adopted by
MEATPACK for bringing change within the organizational performance.
Company profile
MEATPACK is a family owned business, situated in the threshold of Sydney,
Australia. The company deals with the sale of meat products, soups and other meals, which
are freshly prepared in the processing plants located in New South Wales and Queensland.
The target audience for the company are retail chains, restaurants and local food companies
operating within and outside Australia. Derek Bison is the founder and CEO of the company.
He is the fourth generation in his family to deal in meat industry. In 2013, the sales revenue
of the company was AUD$300 million. This reflects the slow and gradual advancement
towards the goal of becoming $1 billion Company by 2020. Currently, the company is
tackling with the challenges of leadership and culture, which is discussed in the following
section.
Discussion
Justification for Bison’s approach
Planning towards changing the mindset of the senior strategy team reflects Bison’s
hands on approach towards the business. His involvement in providing coaching to the
senior strategy team justifies his character as visionary, obsessive, never satisfied and

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restless. Positive response from the team members adds value to the character of Bison as the
CEO. Inspired by the response of the team members, Bison was enthusiastic towards the
progress of his strategy in the right direction. However, in the last year, he ceased to be
personally involved in the coaching activities. This attitude reflects hands-off approach of
Bison. However, he consulted the external sources for assessing the effective of
organizational culture (Pinder 2014). Introduction of Human Synergistic Circumplex can be
considered as hands-on approach of Bison in terms of attracting the customers on a large
scale. However, Bolman and Deal (2017) opines that Planning to make the organizational
culture constructive adds to the consideration regarding Bison’s exposure of hands-on
approach.
Realization regarding the need to make the organizational structure is the direct
involvement of Bison regarding enhancing the productivity. Countering this, mere realization
relates with hands-off approach and necessitates more of hands-on approach. The following
transitions project the creation of a flexible senior strategy team. Bison felt that these changes
have heavily influenced the performance of the team members. For this, he considers himself
as the prime agent for this transition. This confidence places hands-on approach in case of the
characteristic traits of Bison. According to Cartwright and Cooper (2014), if he is not
personally involved in the activities, then the progress of the business is hampered. This
doubt necessitates the need for more hands-on approach towards the business (Luthans et al.
2015).
Positive dynamism in terms of meetings and open forums is an example of hands-on
approach adopted by Bison. However, confusions among the team members regarding being
a part of the team indicate the need for more hands-on approach in case of Bison. This is in
terms of improving the professional relationships. On the other hand, Castille, Buckner &
Thoroughgood (2018), proposes that confusions gave rise to conflicts and accusations within

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the team members regarding their presence in the meetings. These conflicts create a negative
impression about Bison in the minds of the senior leadership team. It is striking that in spite
of being tenured, there are confusions in this team regarding their role. This is alarming in
terms of taking the business to a stable position and intensifies the need for more hands-on
approach. According to Greenbergs (2014), active participation in the open forums is a
hands-on approach displayed by Bison. However, negligence towards questioning Bison’s
decisions raises doubts over the team members’ understanding towards the business
operations. These doubts reflect the need for more hands-on strategic approach. There are
more confusions regarding accountability in case of Bison’s role. These confusions also add
to the need for hands-on approach.
Loss of leaders in the past years declined the performance of MEATPACK. Bison can
be blamed to some extent for this loss, projecting the need for adopting more hands-on
approach. However, in terms of the positive impact, which the leaders claimed reduces the
intensity of the blame upon Bison. However, turnover of the leaders necessitates the need for
hands-on approach in terms of retaining the normalcy in the workplace (Gelfand et al. 2017).
Hostile relationship with the suppliers is also one of the reasons why Bison needs to adopt
hands-on approach. A competitor taking the charge of the business sheds off the position of
CEO in case of Bison. This is a shameful in terms of the character of Bison. His leadership
style was not appropriate in terms of the organizational requirements. In order to restore the
lost honour of the company, Bison is urgently in need of hands-on approach. Chen, Chen and
Sheldon (2016) proposes that in such a situation, envisioning greater prospective is somewhat
inappropriate. However, in terms of restoring the productivity, revisions were needed in the
organizational hierarchy. Bison envisioned himself in a higher position, which generated
debates regarding the higher authorities to be reported. This is in terms of the current doubts
regarding the role of Bison (Knippenberg & Hogg 2018).

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The head of the Business Development needs to be praised in terms of exposing
hands-on approach. Typical example of this is collecting the viewpoints of the employees and
organizing debates on it. This is a planned and systematic approach in terms of systematic
approach towards the execution of the activities according to the priorities. Intimating the
employees about the revised structure before the annual meeting is also an example of the
hands-on approach. Bison can take lessons from the head of Business Development in terms
of exposing appropriate hands-on approach towards managing the performance of the team
members (Vasu et al. 2017).
Effectiveness of the senior leadership changes
Planning regarding the development of leadership competencies is appropriate in
terms of giving a good start to altering the workplace scenario. Evaluation of the character is
a wise step taken by Bison in terms of making alterations in the leadership. As per the
opinions of Cooper, Stokes, Liu and Tarba (2017). clarity in the self-strengths is effective in
terms of achieving the changes. Along with this, attempting to alter the mind-set of the team
members, make Bison a true leader. Coaching the senior strategy team is a reasoned action of
Bison in terms of polishing their preconceived skills, abilities and competencies towards
management. The positive response from the team members adds value to the strategic
approach of Bison. However, Bolman and Deal (2017) is of the view that stopping the direct
involvement is an immature step taken by Bison. This is in terms of leaving the team
members at a time when everything was going strategically. Involvement of the team
members in spite of the absence of the leader reflects the attempt to upgrade the performance.
Contacting external sources reflects the inquisitive nature of Bison in terms of altering
the workplace environment. Human Syngergistic Circumplex proved effective in terms of
bringing out the current condition of Meatpack in terms of the business operations. Discovery

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of aggressive and defensive behaviour is challenging for Bison in terms of attracting the
foreign clients (Kinicki and Fugate, 2016). Spontaneity in realizing the need for changing the
behaviour is a wise step in terms of modifying the hospitality. Constructive behaviour is the
target, for which training is needed. Planning regarding shifting the organizational hierarchy
is an effective option in terms of organizing the business operations. Elsbach, Kayes and
Kayes (2015) states that stressing on the performance of the front line workers is appropriate
in terms of enhancing the productivity. Entrusting them with greater responsibility is
effective, as their preconceived skills, knowledge and expertise needs to be enhanced. Setting
up a stable human resource department is a wise step in terms of gaining an insight into the
resources needed for bringing the change. As per the arguments of Kanfer and Chen (2016),
organizing leadership development programs proves fruitful for the leaders. This is in terms
of assessing the appropriateness of their personality in terms of the identified requirements.
Plans for coaching the leaders are a matured step towards upgrading the skills of the leaders
towards managing the performance of the team members.
The effectiveness of the plans can be detected from the positive response of the team
members. In the opinions of Gelfand, Aycan, Erez and Leung (2017), confession regarding
struggling with the transition processes reflects the initiatives towards preparing the team
members for the bigger workplace challenges. These initiatives reflect the characteristics of a
successful leader. Here, leadership theory can be brought into the discussion. As a matter of
specification, trait theory can be applied on Bison in terms of the initiatives, which he took
for supporting the senior strategy team members (Miller 2016). Inquisitive nature of Bison
towards directing others truly defines him a as a leader. However, supporting approach
towards the needs of the team members is appropriate in terms of estimating the progress of
Meatpack with the current strategic condition. His feeling regarding the decisions, not being

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taken expediently relates with one of the essential characteristics of a leader. This is because
a leader is concerned about the success of the company.
Graham, Ziegert and Capitano (2015) proposes that initiatives of Bison added
positivity in the business dynamics of Meatpack. Specifically, it yielded positive results in the
senior strategy team. Organizing open forums and discussions with the higher authorities is
appropriate for assessing the feasibility of the proposed changes. Here, main focus is on the
identified and the specified objectives, which provides proper direction to the assessment.
Along with this, open forums acted as a platform for the personnel in terms of raising their
voice against the issues, which they are facing while executing the allocated duties and
activities (Graham et al. 2015). Apart from this open forums also proved effective in reducing
the confusions, conflicts and misunderstandings within the team members. However,
confusion of one attendant nullifies the open forums. Confusion regarding being a part of the
team raises doubts regarding the role of Bison in terms of briefing the members about their
roles in the workplace.
As per the arguments of Greenberg (2014), discussions related to the presence of the
team members seemed irrelevant to some of the members of the board panel. They felt that
these discussions were a wastage of the time meant for undertaking prospective decisions
towards restoring normalcy in the workplace. There were heated discussions in the other
senior strategy team members regarding their role in the workplace operations. Weick (2017)
opines that debates and discussions on the role of the personnel delays the decision-making
process. This stalls the productivity of Meatpack, raising doubts over the aim to become $1
billion Company by 2020.
Negligence towards questioning the decisions implemented by Bison, is the weakness
of the team members. Viewing it from the other perspective, questioning is a kind of

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evaluation, which helps the leaders in revising the implemented decisions. However, Kanfer
and Chen (2016) feels that absence of questioning sessions results in the achievement of
negative outcomes. This absence adds negativity into the traits of Bison as a leader. However,
enthusiastic approach towards answering the questions of the team members is a wise
attribute of Bison in terms of venturing into the path of leadership (Elsbach et al. 2015). This
inquisitive approach makes him approachable to the team members in terms of resolving the
doubts related to the execution of the activities.
The concerns of COO regarding the loss of efficient leaders are a challenging issue
for Meatpack in the current condition. The major drive behind this are the direct reporting to
CEO, conflicting personalities, CEO’s direct involvement in the areas of operations, creating
positive impact before switching over brands, hostile relationship with the suppliers. Most
striking facts within these reasons is handing over the charge of Meatpack to a competitor.
Kinicki, and Fugate (2016) argues that switching authority sheds off the responsibilities from
Bison, which raises doubts over his capabilities. The senior strategy team was about to
propose certain changes in the organizational structure (Chen et al. 2016). These changes
were introduction of new soups with the arrival of new CEO by the end of 2013 and existing
COO would replace Bison as the new CEO. Bison claimed that he envisioned himself as a
group CEO along with the existing two CEOs.
According to the long term goals, he picturized himself as executive chairman from
CEO. This brings goal setting theory into the discussion. Setting goals improves the focus of
the personnel on the execution of the business activities in an efficient and effective manner.
Mention can be made of the companies like IBM, which became the bestselling enterprise
server solutions by 2013. The major drive behind this is setting the goal of possessing the
franchise of the video games (Ibm.com 2018). Strategic vision of John Farey, CEO of
National Geographic Brand increased the trafficking of the audience towards the brand.

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Short term goals results in the picturization of the progress for a limited period of time. On
the other hand, long term goals assists leaders like CEO to estimate the progress with the
current strategic condition. Relating to the propositions of Kong (2016), Bison claims that he
is “not really a big people person”. This indicates his lack of focus on envisioning big things.
This approach is inappropriate in terms of enhancing the productivity, as the leaders need to
create long terms goals for upgrading the standards and quality of the performance (Nicklin
and Spector 2016).
Role of flatter organizational structure on the cultural changes
Organizational structure reflects the business dynamics within the workplace. As a
matter of specification, the organizational structure reflects the professional relationship
between the personnel in terms of executing the business operations. Konopaske, Ivancevich
and Matteson (2016) is of the view that collaborative approach is maintained between the
personnel, so that the activities are completed within the stipulated time. There are different
types of organizations projecting the approach towards managing the performance of the
activities. These types are flat, hierarchical, functional, divisional, matrix among others. In
case of Meatpack, flat organizational structure is reflected, which symbolizes the absence of
effective management in the managerial levels. However, as per the opinions of Tian and
Peterson (2016), the flatter organizational structure is mainly concerned with the decision-
making process rather than providing promotion for the employees. This does not mean that
the managers do not supervise the performance of the employees. Regulation and control of
the employees’ performance is there, however, it is less explicit. Meatpack can take lessons
from IBM, where divisional organizational structure is practiced. This helps in enhancing the
collaboration between the personnel, indicating the possibilities of enhancing the productivity
(Ibm.com 2018).

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One of the changes, which Meatpack has brought about in the workplace in the recent
years, is the introduction of Enterprise Resource Planning (ERP). This initiative resulted in
the segregation of the company into multiple branches. In spite of this division, the
employees exposed mutual understanding in terms of working towards the common goal of
achieving success. Elimination of the managerial levels increased the responsibilities of the
employees. Ployhart (2015) opines that removing excess management layers improved the
communication with the employees through the means of discussions and open forums.
These methods proved effective in terms of mitigating the conflicts, discrimination and
harassments, which picturized the workplace scenario of Meatpack. Aggressive nature of the
manager adds negativity into the role of the managers in terms of controlling the public
relations. Divisional organizational structure of IBM overpowers the flatter organizational
structure of Meatpack. This is in terms of effective communication between the different
managerial levels, resulting in acquiring effective solutions for the efficient execution of the
activities (Ibm.com 2018).
Lee, Schwarz, Newman and Legood (2017) considers it striking that the managers did
not attempt to delve deeper into the reasons why they were encountering failures. Instead the
focus was on “just making the things happen”. This approach reflects the lack of planning,
especially in the case of the managers. Along with this, it also reflects the lack of evaluation
for the exposed performance. This lack is the main reason for absence of understanding
regarding the achievement of failures. However, creation of enterprise resource planning
gave rise to a culture consisting of a top down environment for the managers regarding
fulfilling the targets (Castille et al. 2018). Installation of a flatter structure was one of the
major goals of Bison for empowering the managers. Typical evidence of this lies in
encouraging the line managers to adopt hands-on approach towards recruitment and selection
of the personnel and appraising their performance.

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The main focus in cultural change was training the staffs to lead rather than
management. This approach is appropriate in terms of preparing long term goals. Along with
this, the approach also indicates empowerment of the staffs towards their professional
development. Countering this, according to the opinions of Lu (2014), the staffs could lead if
they are taught the means of managing their performance. Herein lays the appropriateness of
training, which possesses the flexibility to upgrade the preconceived skills, expertise and
knowledge. Maintaining consistency with the arguments of Lu (2014), inculcating the values
of self-organizational skills within the staffs enhances the personality of leaders like Bison.
This is in terms of ensuring the development of the staffs. Herein, comparison can be drawn
with IBM, where philosophies, values and principles play a major role in influencing the
employees. The philosophies and the core values define the organizational culture. Ethical
Code of Conduct is crucial in terms of preserving the traditional culture. (Ibm.com 2018)
Bison specifically aimed at appointing six to eight people per report. This is in terms
of enhancing the accountability of the managers and supervisors towards leading their team
members. Here, he imposed the condition that he would fire those people, who do not have
any tie ups with the company earlier. However, his consciousness regarding worsening the
public relations, as a result of this decision, makes Bison a true leader. Loyalty with the staffs
towards the work reflects the cultural workplace ethics (Konopaske et al. 2016).Repetitive
working type resulted in low turnover, creating fewer problems with retention. The personnel
are of the view that the working floors are “cold and noisy”, which is inappropriate for all
kinds of staffs. Continuous employment in the production lines has increased the physical
demands, which took Meatpack to the exact and relevant means for reaching to the standard
level of performance. Comparison can be established with the leaders of IBM, whose
strategic vision and goals took the company to the standards of best enterprise solutions.

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As per the opinions of Luthans, Luthans and Luthans (2015), Cultural clashes have
been mitigated noticeably, which indicates the enhancement of the cultural diversity in the
workplace. Most of the employees are tenured, however, they are resistant towards adopting
the cultural changes. Assurance in case of the employees adds positivity into the
organizational culture of Meatpack. This is in terms of the decisions undertaken for the
betterment of the company. Typical evidence of this lies in the introduction of effective
training programs within the different managerial levels (Cooper et al. 2017). Preservation of
the organizational values, in case of the employees, who have switched over to Meatpack
competitors, enhances the cultural diversity. Improved communication between the managers
and the employees reflects the initiatives towards ensuring the wellbeing of the staffs in terms
of their professional development.
Conclusion
Meatpack is a company business owned by a small family. Derek Bison, the CEO
envisions to become $1 billion Company by 2020. For this, he introduced many changes in
the senior strategy team. Along with this, he needs to be credited for bringing certain cultural
changes within the workplace. Adopting flat organizational structure improved the
relationship between the managers and the employees. Division of the company into several
branches reduced the burden on the managers, increasing the responsibilities of the
employees. Training the managers indicates a wise start towards the adopting the proposed
changes in a proper manner. Comparison with IBM acts as a lesson for the Bison in terms of
organizing his behaviour. This is in terms of luring the employees towards executing the
business operations in an efficient and effective manner.

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