Organizational Culture Change - Case Study

CASE STUDY ANALYSIS ON
CULTURAL CHANGE IN
ORGANIZATIONS

Table of Contents
INTRODUCTION ..........................................................................................................................1
1. Approaches used in the organisation.......................................................................................1
2.Senior leadership is effective (how senior leadership influence change in a positive manner)
......................................................................................................................................................4
3.MeatPack’s flatter structure......................................................................................................6
CONCLUSION................................................................................................................................8
REFERENCES..............................................................................................................................10

INTRODUCTION
Leadership and cultural change has been termed as the important change that a company
take in an organization as to achieve its objectives regarding the different aspects and meeting
goals and objective of organization. MeatPack is family owned food processing company which
are majorly working in retail supply chain and the hospitality company in Australia and abroad.
The company has to achieve objectives and goals to became 1 billion by the year 2020. As to
achieve the goals in the future , the founder and CEO Dreak Bison MeatPack is dealing to have
the major strategic change in company which includes all about the senior leadership changes
performance and cultural change (Komives, 2016). In this report, there will be discussion
regarding the CEO Dreak Bison more hands approach along with change of the organization
structure from the hierarchical to flatter structure or horizontal structure. The company has the
introduction of the enterprise resource planning as to have the integration in the multiple division
of company. There were many barriers faced by the company along with stagnation and the
resistance of employee for the change in development of various strategies in an organization.
There will be discussion regarding the positive and negative impact of the certain changes that
are actually taken organization.
1. Approaches used in the organisation.
MeatPack is the company which family owned food process business which are majorly
working in this chain and the food supply company in Australia and abroad. The company has to
achieve the strategic goals to became 1 billion by the year 2020. As to have the accomplishment
regarding the objective they want to achieve by the year 2020 , there are trying to have the two
major changes in organization, that is the change in higher leadership changes and cultural and
performance changes (Ward and Beger, 2017). For being the successful implementation of the
change strategies in organization, manager are facing various quandaries whose resolution
totally depends solely upon hue the hope management is implementing the approach. There is
more of diverse and global workforce prevailing in the along with the existence of plethora of
technological distraction prevailing around them. In MeatPack, the founder and CEO Dreak
Bison has chosen hands on management which refers to have the active involvement of the work
same as different managers were having in company.
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There was the complete involvement of the Dreak Bison in day to day needs and
operation of senior managers. The CEO have explained himself as the interfering, competitive,
obsessive, visionary,
never satisfied and restless’ personality. As having the change in view set behaviours of the
senior strategy team, the bison also have started to join he executive coaching and the higher
leadership development organisation along with group members. This is the feature of hands on
approach as the head never detached himself from day to day needs and operation of business
and take active participation their progress. As the CEO is involved the implementation of the
hand on approach there were every number of changes such as the establishment if company
human resource, organisation broad leadership development program along with a coaching
consultation for members of the senior strategy team. The CEO has the constantly in the having
the up gradation on the perimeter of thing that are actually taking place in company(Beger, Dorff
and Ward, 2016). With the development of the various changes the CEO finds out to have the
positive impact as the owner himself have struggles a lot of time for example not to intervene,
jump in or direct others when he felt that enough progress is not been achieved or not when the
decisions are not taken properly.
As the part of the hands on approach Bison had already foster an open dialogue along with
group and have the clear way for encouraging members to talk to them in a friendly manner
basis and in meetings. Bison have the acute understanding regarding how to tailor employee
development for each level of the corporate ladder.
There is the gaining of deeper understanding and the more insightfulness of the business
and respective changes that are need to be accomplished in business for major achievement of
business objectives. The senior management team of MeatPack have the respect for Bison for
having the such attitude and getting down on trenches for the succeedingly implementation of
business model. On contradict there ate many issues that the Bison has to face by having the
proper involvement of business as it was turning out to be more difficult for the founder for not
having the interference hence ever he doesn't feel to have sufficient progress is taking place in
process. The disadvantage of such process is that the higher authority feel back off from a
motivated high performer which leads to have crampness in their productivity and motivation
(Soebbing, Wicker and Weimar, 2015). With this approach there were positive dynamic in the
senior strategy team, which is
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composed of the CEO, COO, CFO, people who are on top, higher persons of sales and head of
Business
Development. After all having the hard approach for the Bison to have the open dialogue and
proper discussion regrading the proper interaction, there is existence of one attendee in senior
management team for being
unsure that weather he is the part of senior team or not. This led to big discussion in the group.
regarding the matter, as well as over whether another staff who were not present at this point,
must be part of that team. There is one more team which is prevailing in the organization which
consist of the members of senior strategy above, plus
the senior line managers. There is the level of contradiction doe the subject of accountability of
bison as the board
must hold Bison accountable and whether Bison should control the senior strategy
team accountable.
In the cultural change of the organization, there is the introduction of the enterprise
resource planning (ERP)
initiative, which helps in integration of multiple divisions of organisation such as production,
finance, management and investment. In the case of the cultural change the approach of hands on
there is large level of encouragement managers of line takes
more role in terms of the selection of personnel and performance appraisals. Majorly these
decision has the string influence of executive training at the Harvard Business
School. This sis done to achieve the major goals to install flatter structure in
the organization, which gives powers to supervisors and managers to take on higher
accountability and responsility. There is great investment in training staff and employees with
great
skills and a stronger work ethic can run the company chain quickly.
With the influence of the activities performed from a honourable business colleague
and his friend, there is the introduction of the Human Synergistic Circumplex into the company
(Storey, 2016). The Human Synergistic Circumplex refers to the practical service through there
can be proper visualizing of the conceptual and thinking style if the senior manger which are
deceiving the various performance of the employee in company. There are the major
components which has been identifies as the constructive (indicated in blue), the passive
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defensive (indicated in green) along with aggressive defensive (indicated in red). The further
explanation on these cultures are as follows as the red one indicated that the manager and
forceful in having the effort to have protection over their status and activity (Ortiz, 2019). On the
other hand the green one have the passive defensive in which the major been identified as the
interaction in that way which will now affect their own personal security and status. The last one
is here about the blue indicator which is had constructive culture. The CEO said that as there is
the major acquirement for the manager to be constructive rather than aggressive defensive
culture as ro have the achievement of objectives.
2.Senior leadership is effective (how senior leadership influence change in a positive manner)
In a successful organization as the MeatPack, the senior leadership teams severs as the
important part in have the proper strategic formulation along with effective implementation of
various technique and model in company as to accomplish the goals at greater level. With the
change in the organizational structure by the founder Dreak Bison from hierarchical to
horizontal have leads to staff of front line having higher responsibility and
accountability of their performance. With the unpinning changes that has been done by the top-
level management have the proper participation in numbers of changes in organisation -wide
program of leadership
a coaching consultation for staff of the higher strategy team (Skowron and et.al., 2015). There is
step positive impact of the senior team leadership as the there was positive dynamic which have
the composition of the CEO, COO, CFO, top of People, top of Sales and top of Business
Development. Due to havering uncertainty in composition of the senior higher strategy group
there were the massive respect among the employee regrading the question against the current
CEO and founders of the company (Latreille and Saundry, 2016). There is high level of wonders
among the CFO from the topic of accountability as the CFO is worried about that the board
should hold Bison responsible and whether Bison should hold the strategy team more
accountable. There is the discussion regarding the that MeatPack has losses some senior leaders
in last few years as they have to directly report to Bison along with conflict tin their personality.
However, they left the positive impact before they left the organization. There was the
declaration of the open conversation by the Bison regarding the discussion and proper
participation of all team members of team to have the discussion regarding major issues that are
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prevailing in company. There is quite common practice such as domination, shouting and
aggressive policy has been confronted in organization. There was a concentration on making
tasks happen
rather than understanding how things operates and reasons why things were nor performing well.
The approach taken by the Bison for having the proper installation of flatter structure across
the company, which gives top managers and supervisors greater accountability and
responsibility. The senior manager were having the positive attitude towards the contribution to
take more responsibility. In more of general perception it can be identified as the senior
managers are more hands-on role in terms of the recruitment of personnel and performance
appraisals (Frederickson, 2016). There was the believed by the both CFO and CEO that this is a
positive endeavour with the respect to the senior strategy team. As the diversion of the six to
eight people lead to have the supervisor and manager to have the opportunity to succeed and be
more
clearly accountable.
There is high level of loyalty in the organization as there are the workers at the
organisation for past 15 years (Bonnet and et.al., 2015). There is the process of recruitment by
words of mouth as most of the employee in the company is having many workers comes from
same background
team working at the company. Staff members who have been moved from Meat Pack's
competitors have the statement that
the organisation being well organized, collaborative and methodical in
culture. There is he companies proper investment in effective training an employee proven skills
which held in string development of skills which accordingly have the movement of the
companies chain quickly.
With the change in the cultural program in the organization, the has been the significant change
in the manager from being managing to leading their particular teams (Neffke And et.al., 2018).
There is the development of the systematic approach in manager in have the proper settlement as
discussion with employee regarding the issue raising in teams. There are some major changes in
culture taking place as a result of managers are encouraged to
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'step back’ and reflect on their ‘tool box’ to so that they can deal with situation. There is the
proper implementation of the three pillars to the Rockefeller habits: priorities, data and rhythm
which has the organizational goals, performance feedback and accountability respectively.
moreover, confronting and removing, where necessary. Feedbacks from higher authority has
been appreciated. (Alvesson and Sveningsson, 2015). There are basically the 17 managers of line
makes plans of following day production and who have the great practice to display this on a
huge
whiteboard which is next to the factory floor.
3.MeatPack’s flatter structure.
Meatpack is going through cultural change. Earlier they used to follow organizational structure
now they follow flat structure.
Barriers to Cultural Change- The barriers are, Values and beliefs, Incompatibility of a cultural
trait with change and saving face.
Values and Beliefs- These types of barriers must be secular and ethical in nature as it differs
from individual to individual so it is hard for them to recognize it as per the organization. Change
agent must be aware of it and make the changes appropriately so that they can achieve goals
without disturbance
Cultural Ethnocentrism- It relates to gender, worker, management, religious, Socio-economic
status and regional Many issues relating to culture can be solved through involving the client in
the matter of change. Changes made must be universal. It can be observed from two sides one is
through the superior change projected and another one is observed by the client who views
response in superior to change. This states that our way is better than yours. A good agent must
be aware of how to present a change in proper language in order to avoids words that helps in
promoting identity.
Saving Face- Sometimes changes made is seen as good change replacing bad a change made
must be a win-win for the organization and the client. A good system which has bring a change
must be improved and be able to alleviate doubts and worries in the minds of a company's client.
There may comes many resistances like job performance or personal reasons a change agent
should investigate and rectify it. If taken personally someone will resist the change and that is
normal to defend himself.
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Non compatibility of a cultural trait within hange- Change has been most hardest to resolve as it
goes against the rules and norms of an organization. Client may know it is best for them but it is
not easy for them to accept. Resolving a conflict must be done in a way with change that makes a
offer worth beyond the expectations. (Suzuki, 2019)
In the recent years, MeatPack has taken an initiative which is enterprise resource
planning and this program assist in integrating multiple departments of a organisation together
such as finance, management, and production. By introducing this system company is expecting
to achieve and exceeding its targets in most structured and efficient way. They are emphasizing
on encouraging managers and making change in their style of communication. In the past it was
believed that shouting and taking aggressive measures to the lower level of department was the
right key because they put their focus on why it was not working instead they should have put it
on how does it work. It was a common approach used by many mangers to complete their target.
After influenced by his training at Harvard he changed its structure from hierarchy structure to
flat structure in the organization because of this cultural change mangers don't manage they lead
and this change emphasises on supervisors to take accountability and responsibility. He wanted
to have six or eight people on each project he wanted to remove certain people so that
supervisors can be accountable but team has emotional ties and relationships which will create a
problem ahead. This structural change resulted in low employee turnover that creates problems
such as retention and repetitiveness of work. They have a diverse cultural workforce which
belongs from different countries which results to few cultural conflicts.
It is said that most of the employees of MeatPack has been working in the organization for ten
years , some up to fifteen years this tells the loyalty of the group. Company is honest and fair
which make its employees feel safe and loyal as they take decisions which are best for them.
From word of mouth of people from their competitors it has been said that their culture is
methodical and(Wagner, 2016) organised.
Company has made a substantial amount of investment in training of employees for
effective chain of conduct. Their assistant accountant turned out to be CFO of the company
which tells there are good opportunities for those who deserve to be on top. They have also put
their focus on developing management and leader courses it helps in improving their skills to
mange and lead the organization. Particularly this has helped in creating a systematic process of
mangers having a word with each others to solve problems. Bison has put his focus on
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Rockfeller Habits to achieve strategic goals, accountability and performance feedback of
MeatPack. These things are expected out of managers like they should not offend their teams by
saying things. They have 17 mangers and many more in their factories to pursue the target but
not many people to deliver the product. They have invested in their top level and middle level
managers so that skills such as hiring, (Mumford, 2016)recruiting, attracting and mentoring can
be developed so that their managers receive an feedback from senior managers. Meatpack after
implementing flat structure has undergone a positive change. Organization has become more
modified and also the labour turnover problem which was faced by firm is reduced. The loyalty
of workers towards the firm has also been increased after enterprise has started valuing their
culture, attitude and belief. This has helped firm in increasing their operational efficiency and
also productivity of firm has been increased. The roles and responsibilities in flat structure has
been defined, which has laid positive impact on working of every employees. (Bonner, 2018)
Cultural change has brings benefits for the company but has also created a problem
among workforce.
CONCLUSION.
From the above report it can be concluded that as to have the achievement regarding the goal's
year 2020 for being the company of 1 billion there are two major strategic change in company
which includes all about the change in higher leadership, performance changes and other cultural
changes. The CEO of the company Derek Bison has chosen hands on management which refers
to have the active involvement of the work same as different managers were having in company.
There were implementation of various changes in the senior leaders changes such as the
implementation of the executive coaching and higher
leadership development organisation. There is introduction of the Human Synergistic
Circumplex to MeatPack which have identification of switch the organizational culture from
being aggressive passionate to be constructive as to accomplish the goals target by company. The
company has also the introduction of the horizontal structure from the vertical structure to have
more front-line members have more responsibility and
accountability regarding their performance. In orders to have the integration in the multiple
division of company the enterprise resource planning (ERP)
initiative as take place. With the help of this there is creation doer the top down environment to
have the reach to set targets.
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Suzuki, D.T., 2019. Zen and Japanese culture (Vol. 334). Princeton University Press.
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