Meat Pack Organizational Report

Question: Discuss about theMeat Pack Organizational Report. Answer: Introduction Meat Pack Company has been in existence for the last twenty-seven years, founded by Derek Bison, in Sydney, Australia. Its management and administration revolves around family members, who own it, and has great impact to the economy. Majorly, through the provision of employment that changes the livelihood of various people in the society (Bratton Gold 2012). Its performance has been incredible since its inception, and trades in various products including fresh meals, prepared soup, and meat products. The organizational industry divisions include the meat division and the meals and soup division. Apparently, Meat Pack adopts a horizontal management structure, where the Chief Executive officer operates the two divisions. For instance, the Meat Pack net worth projection by 2020 is targeted to be 1 billion Australian dollars. The organization culture embraced in meat pack will enable the company to surpass its target. Meat Pack Organizational Culture Critique The introduction of the culture-based program has led to a vast transformation in Meat Pack Company. This is evident as managers are being slowly converted into from the managers to leaders. The thin line between leadership and management has been displayed. This is because managers are also participating on the company activities (Webster, Lambert Beziudenhout 2008). This encourages teamwork. Therefore, when all efforts are pooled together then the accomplishment of goals and objectives of the company becomes easy. This art of leadership led to the adoption of famous philanthropist john Rockefellers management and leadership principles. The adopted habits included data rhythm and priorities (Rose 2008). According to Meat Pack Company, this represented feedback on performance, accountability and the strategic goals respectively. This culture led to the employment of young and energetic employees who were open minded since they were fresh. Such employees help in coming up with amicab le solutions that the company might be experiencing (Burchil 2008). Their ideas incorporated with their skills enable the company to gain an economic mileage. This is because they help in increasing the returns of the company. Meat pack has also developed a culture of efficient communication. Bison encourages the employees to feel free and opens up in the case of anything that concerns the company. He further narrows to the extent of engaging his employees on a one on one basis. Such kinds of behavior help to create friendly job environment, which is conducive for productivity. Bison adopted the tendency of training employees, which he acquired from Harvard University. He strongly believes that staff training has kept meat pack on the move and this has influenced greatly to its profit earnings (Baldwin 2006). Most trained employees understand what they really need to do at what point. This helps in saving time and gives the clients moral since the staff employed is competent in all aspects. Customer satisfaction is their key driver since they understand that there are their major bosses (Dundon Rollinson 2011). Hence, with a strong workforce that has professional ethics and conforms to the morals of the s ociety, there is a guarantee of an enlarged client base. Job promotion is a culture that meat Pack Company ought to incorporate in the horizontal management style. This is because it is through the promotion that one will gain the morale for working extra harder to ensure that his targets are attained. This will also be used as a key performance indicator to help one climb to higher ranks in the company. In essence, hardworking employees are usually recognized so that they can hold on their zeal towards attaining the objectives of the firm. For instance, the chief finance officer was employed as an assistant accountant in the firm. He slowly displayed his capabilities until climbed to higher ranks in the company. According to the study findings, there exists a low staff turnover in meat Pack Company, where organizational culture history makes most of the staff members to remain loyal employees because it guarantees safety. From statistics staff members in meat pack stay between 6 to 10 years. Furthermore, there are employees who have stayed with the company for more than 15 years. This culture is a key indicator to the investors that the company has stability. This also portrays a positive perception of the company to the public. Therefore, most people would admire being associated with the company in one way or another (Kotler Keller 2006). The adoption of enterprise resource planning has been major in uniting the diversity that exists in the company. The company recruits from all parts competent employees who have diverse cultures. The introduction of ERP into the system boosts the integration among departments and people. This grants an opportunity for employees to understand each other an d learn to live with their diversity (Armstrong 2012). This is always an opportunity to learn something new from the different cultures in the organization. Therefore, management will be able to form policies, which are not biased to culture. This helps in grooming a moral and straight society that has learned how to cope with everyone in the society. Apparently, the most important managerial changes at Meat Pack chronicles around the administration and the management style, consumer feedback channel, the workplace ethical behaviour, communication channel, customer management and retention, and the employee-employer interaction (Ktler Keller 2006). In fact, every business entity aiming at profit maximization with the organization objective of increasing the shareholders wealth, must balance both the internal and external business factors to remain as a going concern. For instance, Meat Pack must consider reconstructing the organizational workplace portfolio as well as meeting the legal customer relations in the competition. Therefore, Meat Pack must balance the workplace relations regardless of the employee-employer relationship to include pay rise and wage increment, introduce workplace recognition and accountability, increase motivational packages, and introduce a better communication system for employee voice. Moreover, Meat p ack ought to simplify the decision-making process with inclusion of employee participation and views (Baldwin 2006). Furthermore, the new, vibrant, digital, expertise and efficient matrix management style structure should replace the current Meat Pack horizontal management system. In addition, motivation, workplace progress and promotional criteria ought to include and effective performance evaluation criteria for a uniform performance appraisal. Recommendations Meat Pack Company should engage employees in more training programs. The application of motivational skills in the managerial section will help boost employee morale thus productivity. Key performance indicators should be displayed to all employees to facilitate their promotions Assumptions adopted should be communicated to all the employees of the firm. The changes and leakages identified in Meat Pack can be solved through an effective communication system, which will cater for quick and efficient decisions to sort out emergencies. Moreover, the Meat Pack management system ought to cater for both the assigning of responsibilities and accountabilities for an effective objective (Akar Topcu 2011). Consequently, the incorporated management style will work perfect in making management decisions for a better workplace portfolio. Apparently, monetary employee motivation should be based on the hours worked and overtime coupled with target achievement of financial appreciation. Ultimately, the Meat Pack administration ought to restructure the management style into a matrix leadership and management style. For example, IBM Company, utilise the matrix management and leadership style, which greatly respects both intrinsic and extrinsic employee motivation rationale (Prosek 2001). Here, the aim will be to ultimate goal is to create a mutual benefit between the employees and the organization that propels the increment of production as well as quality products. Furthermore, Meat Pack should opt to enhance the employee voice in respect to views, perspectives, and during decision-making process for a better organizational performance. In fact, Meat Pack, the stubborn and change-resistant managers ought to be replaced with vibrant and risk-takers managers (Burchil 2008). Consequently, the implementations will gain their aspired job satisfaction; ensure production of quality products as well as revenue increment for the company to maximize the shareholders wealth. Conclusion In conclusion, most markets have become competitive since there are no barriers to entry or exit. In such scenarios, organizational culture is crucial to the performance of any given company. This is because they culture employed in the firm will dictate how employees deliver and commit to their duties. From meat pack industries it is evident that the culture it had employed is what gave it a major boost towards the accomplishment of its goals. Prudent organization culture triggers employee morale and make them work towards surpassing their target. If surpassing of targets is done in a uniform manner then it implies that the company stands a better chance of making higher profits compared to its competitors. The assumptions and values employed should also be favorable to all employees. Therefore, even as the organization develops its culture it should ensure that it fits on the horizons of all the employees. Ultimately, the quest to ensuring that proper work ethics exists in Meat Pack, however, a clear workplace portfolio ought to be established. This ensures teamwork, which will help boost the performance of the company by through lowering its costs and maximizing the revenues of the company. Reference List Akar, E Topcu, B 2011, An Examination of the Factors Influencing Consumers Attitudes towards Social Media Marketing, Journal of Internet Commerce, vol.10, no.1, pp. 35-67. Armstrong, M 2012, Handbook of Human Resource Management Practice, KoganPage, London. 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