Business Analysis: Bega Cheese Essay example

Change Management is a modification in an organizations practice. It is instituted to profit the company and to improve the system. From the mid-2000s, change management has developed enduring landscapes for any organizations as if it’s related to business field or health care industry. In order to be in today’s competitive market; change management is very important part of any company (Aguirre & Alpern 2014). Technology and advancements is rapidly expanding and changing working organizations’ everyday atmosphere. Due to economic changes many businesses are being obliged to merged or downsized with other companies in order to increase their financial stability. Change management stepped in when employers or employees couldn’t keep up with

Capabilities are what a firm does, and represents the firm’s capacity to deploy resources that have been purposely integrated to achieve the desired end state. Capabilities become important when they are combined in unique combinations which create core competencies which have strategic value and can lead to competitive advantage. Capabilities needed for strategic fit are

Dairying started in the Bega Valley in the 1850's. In those days each farmer produced and sold products such as cheese and butter from their dairy. After a period of time local farmers decided to improve their individual production and marketing activities and banded together to establish The Bega Co-operative Creamery Company in 1899 (Bega Cheese, 2016). Since 1899, Bega Cheese has grown from a local dairy farmer cooperative into a manufacture, packager and global distributor of a range of dairy products. The growth of Bega Cheese was through strategic cooperation with its competitors such as Coon, Kraft and Mainland. Also, Bega Cheese choose to establish the strategic contract with these competitors for use of their rival’s more efficient

Change management according to many becomes essential for the following reason: external pressure; which can encompass competition, new technology, cost, and regulation changes. Furthermore, economic and social conditions can escalate long-term change necessary. This paper will discuss several aspects of change management models, theories, and application thereof. In addition, it will provide overviews of the drivers of change, factors necessary for to implement change successfully, strategies and expectations of management, and leadership styles needed for influence and effectiveness.

Leading and managing change require a solid theoretical foundation. This assignment will research the theoretical elements of change and change management. Addressed will be the following: Organic Evolution of Change, Formulating Strategic Development Approaches, Leadership and Management Skills and Gathering and Analyze Data. As societies continue to evolve and changing demand creates the need for new products and services, businesses often are forced to make changes to stay competitive. The businesses that continue to survive and even thrive are usually the ones that most readily adapt to change. A variety of factors can cause a business to reevaluate its methods of operation. According to literature from the past two

Leading change management requires establishing a theoretical foundation that supports change initiatives. This document will research the theoretical elements of change and change management models. Addressed will be the following: factors that contributed to the organic evolution of change, methodologies used in formulating strategic development approaches, commensurate leadership and management skills used to sustain growth during change management and data retrieval and analysis. As businesses continue to change and evolve the need for flexibility within

Managing organizational change is the process of planning and implementing change in organizations with maximum effectiveness and minimum circumstances and resistance. Today 's business environment requires companies to undergo changes almost constantly if they are to remain competitive. In this project paper I am going to discuss organizational change in PepsiCo. I will take a closer look on management approach and forces for change. I will introduce the change, make diagnosis and discuss how the change can be implemented.

1.1 Change management is described by Armstrong (1) as “the process of achieving the smooth implementation of change by planning and introducing it systematically taking into account the likelihood of it being resisted”. Change, the fundamental constant in any successful organisation, can be adaptive, reconstructive, revolutionary or evolutionary and can happen for a number of diverse reasons:

These types of changes today have been essentially globalized, along with organizational adaptation and control change, both of which strive to sustain the customer 's loyalty effectively. Therefore, from hereon the concept of change can begin. However, when the change in the culture of an organization occurs for example, the company feels that the activities conducted including changes in Technology, Business Process, Employees, Method of Appraisal, Rules Management, Methods of Administration, Recruitment & Selection, Job Skill management, among others are continuously damaging the image and reputation of the organization, the question

This strategy emphasizes the use of an organization’s resources and capabilities to achieve a core competence that cannot be imitated by competitors. Furthermore, the resource based school argues that if an organization distinctively improves its internal capability; that is being able to have effective inside machinery to deliver products and services to customers, the organization will enjoy a massive advantage in the market. This school also argues that in order to have a competitive advantage, an organization must have resource and capabilities that are sophisticated to those of competitors (QuickMBA,

Changing situations throughout the world affect all organizations in business today. Therefore, most organizations acknowledge the need to experience change and transformation in order to survive. The key challenges companies face are due to the advancements in technology, the social environment caused by globalization, the pace of competition, and the demands regarding customer expectations. It is difficult to overcome the obstacles involved with change despite all the articles, books, and publications devoted to the topic. People are naturally resistant to fundamental changes and often intimidated by the process; the old traditional patterns and methods are no longer effective.

According to Kurt Lewin’s change model (1947), there are three aspects of managing organizational change: unfreezing, change intervention and refreezing. By observing the change model, all four characters are seen to go through the freezing stage when they found the first cheese station.

Resource-Based Theory has been one among the prevailing theories in strategic management (Acedo, Barroso & Galan, 2006). As the father of the modern Resource-Based View (RBV), Barney (1991) explored that RBV underlines strategic choice, challenging the organization 's management with the essential tasks of identifying and deploying main resources to maximize returns. Correspondingly, Rothaermel (2012:05) defined that the RBV is a model that points out resources as main role to superior firm performance; “If a resource exhibits VRIO attributes, the resource enables the firm to gain and sustain competitive advantage”. However, according to Grant & Marah (2013:116), “individual resources do not confer competitive advantages; they must work together to create capabilities”.

The resource-based view emphasizes the internal accumulation of firms’ resources and capabilities that contribute to firms’ development (Peteraf, 1993). Resources include all assets, attributes, knowledge, etc. (Barney, 1991), which enables the firm to implement

Today, human resources are seen as "the available talents and energies of people who are available to an organization as potential contributors to the creation and realization of the organization's mission, vision, strategy and goals" (Jackson and Schuler, 2000, p. 37).There exist two models that seek to describe what strategy is and how an organization should develop such strategy. The first model known as the Industrial Organization (I/O) model is based on the assumption that firms competing in the same industries are homogenous and emphasizes the external environment as the basis for organizational decision making. The second model, called the Resource Based View contrasts the I/O model by assuming that individual firms are unique and