The paper "Human Resource Development: Beak and Johnson" is a wonderful example of a case study on human resources. Beaks and Johnston is one of the few companies that are brave enough to experiment with a new organization structure through a cultural and structural change phase. The results have varied in one way or another presenting plus points for the company and challenges also. As a manufacturer, the company has deviated from the norm of manufacturers to increase their production capacity through the installation of more machines into training their employees.
This is what would be expected of a company operating in the people/labor-intensive service industry. On the other hand, the new structure has presented new challenges of integrating the various autonomous teams into one organizational spirit and structure. The new structure has the potential to create some political behaviors among employees of various levels. However, there are various ways of addressing that trend. Although the company sets a good example to others on how to effect change in structure and culture, there are a few areas that the company needs to address such as introducing new team leaders position on a rotational basis in the autonomous teams. Human resource development Beak and Johnson have a very ordered organizational structure.
This is best facilitated by the few teams as compared to other large companies have in their operations. This has enabled specialization by teams that have produced excellence in operations. In any given organization, the people factor is very crucial. Jackson and Schuler (p 256) say that risk-averse organizations tend to ignore human resource development as the returns on such investments take long.
However, he warns that doing so places the company in a competitive disadvantage as in the long term as the innovation capacity of the organization is significantly reduced. Therefore in the case of Beak and Johnson, innovation is thus powered by investing in the human factor of the organization.
Anderson, D. Organization Development: The Process of Leading Organizational
Change, London: SAGE Publications Inc, 2009
Chang, James Business process management systems: strategy and implementation,
China: CRC Press, 2006
Cohen, D. Kotter, J. The heart of change field guide: tools and tactics for leading
change in your organization, New York: Harvard Business Press, 2005
Donaldson, Lex The contingency theory of organizations, Sydney: SAGE, 2001
Haas, H. The Enterprise in Transition: An Analysis of European and American Practice,
London, Routledge, 2003
Hall, Jason and Tochterman, Matthew “Persistence in growth versus market
expectations” Australian journal of management, 2005, Vol. 33, No. 1
Huber, G. and Glick, W. Organizational Change and Redesign: Ideas and Insights for
Improving Performance, Oxford University Press, 1995
Jackson, R. and Schuler, S. Strategic human resource management, Sydney: Wiley-
Leigh, J., Beatty, J. and Szwed, P. “Team on teams: a collaborative inquiry” Journal of
international business studies, 2008, Vol. 5 No. 30
Sarros, J., Gray, J., Densten, I., and Cooper, B. “The organizational culture profile
revisited and revised: An Australian perspective”, Australian journal of management 2005, Vol. 30, No. 1