Use of Organizational and Effective Interventions to Help Beak and Johnston

Case Analysis Report
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Word Count (1182)
Case Analysis Report
Introduction
The report evaluates the Beak and Johnston case in the context of the Company's employee and Organizational Change. Notably, Beak and Johnston’s rapid and radical pressures for change primarily resulted from its strategy to pursue growth and the subsequent contract with Woolworths of supplying case-ready meats. Consequently, the report identifies the problems and issues necessitating the change for the case company. It uses relevant organizational development OD and employee development ED theories/models and concepts to discuss the Company's changes. Furthermore, the report relies on the existing OD and ED literature to recommend ways that the identified problems and issues can be resolved or avoided.
Identification of Problems/Issues
Organizations must develop and consistently and systematically improve their operations, processes, and activities to remain competitive. For example, the Beak and Johnston Company, a manufacturer of meat products, faced rapid and drastic pressure for change due to its desire to pursue change and the subsequent contract with Woolworths. This contract necessitated significant organizational changes for the Company due to the need to meet the massive 150% increase in demand for meat products and conform to Woolworth's quality guidelines. According to Hussain et al. (1), change is the main motivation for organizational development and is necessary for organizations to grow in highly competitive environments. Therefore, organizational development is key to success in fluctuating business environments and challenging change situations. As Pimonratanakan et al. (2) indicate, organizational development's key objective is emphasizing the need to set high operations goals and achieve them and create the highest efficiencies in job operations. In addition, organizational development supports harmonious attitudes among workers to solve an organization’s problem. Generally, the Beak and Johnston Company responded to the need for change through radical structure and the cultivation of a new organizational culture.
The contingency theory best explains the need for Change for the Beak and Johnston Company. Just like the Company’s need to meet Woolworth’s supply and quality demands, Eric (3) shows that the contingency approach assumes that external factors or environment drive the need for an organization to consider different choices to adapt to the changes. Notably, the theories of change guide organizations in effectively adapting or modifying their activities, processes, structures, and strategies in response to change. In particular, the dynamic capability theory posits that companies can effectively respond to increasing market dynamics through speedy product and product innovation processes to achieve a competitive edge. Significantly, according to Hewapathirana & Pandey (4), the capabilities refer to employee development, enabling firms to appropriately adapt, integrate and reconfigure internal and external organizational skills to respond to business environment changes effectively. As such, the Beak and Johnston Company resorted to inves...