Essays on Scale and Scope of Change in BHP Billiton Case Study

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Generally speaking, the paper 'Scale and Scope of Change in BHP Billiton " is a good example of a management case study. The aim of this essay is to examine the scale and scope of change in BHP Billiton with regard to styles of change management and appropriateness of the leadership style in the case. Over the last decade, organizations have undergone process enhancements, restructurings, lay-offs, mergers, or joint ventures and acquisitions with a strong desire to attain revenue growth and high profitability. The external business environment is very regulated and competitive and affects the delivery of services and goods (Lewis 2011).

The internal environment unless able to meet the demands of the marketplace inhibits the organization from delivering products. Major organizational changes are internal meaning that it is strategic as if affects normal business operations to change the firms’ strategy in achieving its objectives. In the case of BHP Billiton creating an equally shared joint venture with Rio Tinto, the company adjusts its approach of doing business such as markets, products, orientation, global activity levels and joint business arrangements. In this case, the structural changes will influence hierarchy, goals, management systems and administrative procedures (Knights & Wilmott 2007).

For structural changes to take place, then the CEO Marius Kloppers should recognize the need for change in leadership style and the level of transformation required in the new organization. The discussion change strategy points to the scale of change and the leadership style required to drive the changes. Scale and scope of organizational change Cultures and structures are needed to create a conducive environment for continuous change. These are necessitated by issues related to changing people’ s behavior, restructuring the organization, or undertaking major company repositioning by way of the strategic change initiative.

Marvin Weisbord (2011) argues that concepts of continuous change have failed because technology and the rate of market change is not in quasi-stationary equilibrium and not in the state of continuous transition.



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