The paper "The Role in the Organizational Change and its Justification - Dryburgh Footwear Company " is an outstanding example of a business case study. Dryburgh Footwear Company was one of the leading Footwear Companies in Australia. The growth of this Company is attributed to the high tariffs levied on foreign investors back in the 1960s. Dryburgh had an advantage in that they never paid too much tax on to the government and therefore they were able to subsidize the prices of their products. However, in the 1980s, the law changed so to favor foreign investors.
This can be due to the realization by the government of the great advantages that comes with foreign direct investment. According to Kenneth (2008), foreign direct investment has significant advantages to the host Country such creation of employment opportunities. For this reason, governments should do all it takes to encourage foreign direct investment. The government of Australia lowered its tariffs on direct investors something which led to a rise of international Companies offering the same services as Dryburgh. As a result, the Company’ s sales and profits reduced substantially forcing the management led by Bill Brown, personnel officer, to take the greater study of the Company’ s operations such as employee’ s turnover and absenteeism. The study established that many employees never turned to work something linked to low salaries.
Employee’ s salary is one of the essential things in employment, and a little salary lowers employee’ s motivation while a high wage increases the employee’ s motivation (John, 2007). Bill Brown had a difficult time trying to bring a change that would ensure continued growth for the company bearing in mind that the overall manager was authoritative and hardly entertained any idea from someone else.
In this paper, the primary goal will be formulating a plan that would be helpful to Bill Brown and the Company in general. The plan would ensure that there were a sustained change and development of Dryburgh Footwear Company. Vivette (2005) argued that any change in an organization needed proper planning so as to ensure that the modification doesn’ t’ have any adverse effects on the Company but instead a positive one. The plan that is going to lie down in this paper is crucial as it is detailed and follows strictly the measures that have been outlined by different scholars.
Without a suitable plan like this one, there are very high chances that a Company trying to implement changes would collapse or suffer massive losses (Vivette, 2005). Identification of issues to be addressed Before planning for a change, one has to identify the issues that need to be addressed. Muayadd (2012) in his work has outlined a five-step procedure for action research. The first step is the collection and analyzing of data.
The researcher has the obligation of collecting all the required data through suitable methods such as interviewing the employees. The second step is the interpretation of the data collected where the researcher takes his time to interpret and familiarize himself with the data he has collected. Discussion of the possible solutions is the third step. In this case, the change agent shall work together with all the relevant parties such as the employees and the managers so as to get the possible solutions to solve the problems.
The fourth step is the implementation and taking of action. This is the main aim of the whole process; to implement what has already been well researched and agreed upon by all parties of the organization. The evaluation of the consequences of the changes in the last step. If there are any adverse effects, the change agent should go back to the plan and rectify the mistake done. This proposed organizational change of Dryburgh Footwear Company will follow these five steps.
Alan. W. Organizational Consulting: how to be an effective internal change agent. John Willey & Sons Publishers. 2003. Print.
Labour N. The Role of Foreign Direct Investment (FDI) in Development and Growth in OIC Member Countries. Journal of economic cooperation 21: 27–55. 2000. Print.
Deery, S.J.' Absenteeism and Employee Turnover: Dryburgh Footwear Company', in Organisational change strategies: Case studies of human resource and industrial relations issues, eds M. Patrickson, V. Bamber, & G.J. Bamber, Longman, Melbourne, Chapter 21, pp. 240-250. 1995. Print.
John. S. Managing employee’s performance and reward: concepts, practices, strategies. Cambridge University Press. 2007. Print.
Kenneth. A. Foreign Direct Investment. Chicago and London: University of Chicago Press. 2008. Print.
May add. J. Managing Organizational Change: process, social construction, and Dialogue. Palgrave Macmillan Publishers. 2012. Print.
Silva. J. Organizational change and the meaning of time. BAR, Braz Publishers. Adm. Rev. Vol. 4 no. 3 Curitiba. 2007 Print.
Vivette. P. Planning and managing change.USA: American Management Association International Press. 2005 Print.
Warner. B. Organization Change: Theory and Practice. SAGE Publications. 2011. Print.
William. B. Managing transitions: making the most of the change. Nicholas Brealey Publishing. 2011. Print.