Better Pharmaceutical Company: Structure, Change, and Management

This case study analyzes the Better Pharmaceutical Company, owned by shareholders and managed through a hierarchical structure. The solution identifies the organizational structure as hierarchical, outlining the chain of command from shareholders to various managers. It details a communication strategy for introducing a change program, including memos, meetings, and discussions to ensure stakeholder understanding and acceptance. The solution also proposes strategies for implementing the change, such as departmental meetings and questionnaires to gather feedback. Furthermore, it addresses potential barriers to change, such as resistance and communication issues, and suggests solutions like informal talks and encouraging clarifications. The case study provides a comprehensive overview of organizational structure, change management, and communication strategies within the context of the Better Pharmaceutical Company.

Better Pharmaceutical Company Case Study 1
BETTER PHARMACEUTICAL COMPANY CASE STUDY
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Better Pharmaceutical Company Case Study 2
The type of organizational structure
The type of the organizational structure is hierarchical. This is because in this type of
organization, there is a followed chain of command from top to bottom and division of labor is
such that one is dependent on the efficiency of the topmost other. In this company, the
shareholders are the topmost authority to whom the rest of the authorities are answerable to.
There is also a clearly outlined line of duty for each of the stakeholders.
Communication of the change process
According to Iasmina (2019) to communicate the change proposal, I would write a memo to the
managers proposing for a meeting on a given day. During the meeting I would inform them
about the idea that is its concern, and the effects it is supposed to make to the organization and
the expected outcome. I would then table it for a discussion so as to come up with a satisfactory
conclusion on the issue upon which I would give further guidelines on the role of managers in
ensuring implementation and then I would ask them to communicate the idea to the other
stakeholders.
Strategies for implementing the change
According to Chang (2016) the managers could introduce the change to their areas of operations
by first sensitizing the idea to their subordinates. This could be by use of departmental meetings
in which training on the strategy is communicated and discussed with then. Managers can
support this by printing the guideline policies on the idea on paper sheets for them to meditate on
then give the employees questionnaires and ask for feedback on their thoughts about how they
could implement the idea. By this the managers will give time for meditation, understanding and

Better Pharmaceutical Company Case Study 3
acceptance of the idea by the stakeholders. Later on the managers can decide on the best way to
implement the change basing on the discussions made with the stakeholders.
Barriers likely to arise
One of the barriers that is likely to arise in implementation of the strategy is resistance by the
individuals within the structure. They might not understand the need for change in their normal
schedule which to them seems cast to stone right from the onset of their jobs. Any change seems
a bother to them hence the resistance. I would overcome this by having an informal talk with
them understand need for growth of the company and subsequently the need for some changes
within their lines of duty. By this they would probably acquire an intrinsic motive to effect the
change. Also there could be misunderstanding due to improper communication causing
inefficiency. I would solve it by encouraging clarifications from the stakeholders.

Better Pharmaceutical Company Case Study 4
REFERENCES
Chang, J.F., 2016. Business process management systems: strategy and implementation. CRC
Press.
IASMINA, I., GABRIELA, P. and ALEXANDRA, V., 2019. COMMUNICATION
MANAGEMENT IN HIERARCHICAL STRUCTURES. Agricultural Management/Lucrari
Stiintifice Seria I, Management Agricol, 21(1).