Essays on Organizational Development and Change at Dryburgh Footwear Company Case Study

Download full paperFile format: .doc, available for editing

The paper 'Organizational Development and Change at Dryburgh Footwear Company " is a good example of a management case study. This project will be based on the provided case that is the absenteeism and employee turnover: Dryburgh Footwear Company. Dryburgh Footwear Company was among the seven operating business units of the clothing, textile and footwear division imperial enterprises which was a multinational British company. The business unit was developed in the 1950s and it was a family business and it prospered under the high tariffs that were enacted in the 11950s and ’ 60s with the aim of protecting Australian industries from massive international competition.

The numbers of employees were between 448 and 527 over the year as shown in table 21.1. After being purchased the business unit, despite a number of difficult years between 1975 and 1976 and also in 1981 to 1982, the business unit received a return on their investment but this was cut short in the mid-1980s. The complexity is the organizations is that the general managers view the issues being faced in the organizations as just trivial and he depicts this when he states that the industry has always experienced such problems and that based on the people they hire they expect nothing different (Deery, 1995). The Development/Change Plan and process The major problem that seems to be facing Dryburgh Footwear Company is a high absenteeism rate in the company as well as a high number of employee turnover.

This problem is evident in the case when Bill Brown, the company personnel officer complied the annual absenteeism and employee turnover figures of the company. Based on the figures on table 21.1 of the case study the turnover of the employees exceeded 100% in a year and the same time the average rate of absenteeism in the company exceeded 4.5 % and this showed that the costs related to turnover in the company were significant (Deery, 1995). As the change agent in, I will approach the problems being experienced at Dryburgh Footwear Company by involving the management team and the workers to ensure that the change process is effective and that the desired results are achieved.

Since I will a change agent sourced from the outside world, I will not be bound by the traditions, culture and politics of the company.

Through these, I will be able to bring on a different viewpoint on the problems that the organization is facing and challenge the status quo (Anderson & Anderson, 2001). Of the various types of change agents types that are used such as the people-change-technology type, outside pressure type, organization-development and analysis-for-the-top type I will make use of one type that is the people-change-change technology type. My selection for this approach was informed by the fact that this type of change is effective in solving the problems that are currently being faced by Dryburgh Footwear Company since it tends to focus more on individuals.

I will be more concerned with the motivation and motivation of employees so as to help curb the high rates of absenteeism and turnover which affects the profits made by the company a great deal since new employees need to be trained when some employees are moved to other tasks which they are not acquainted with and thus they are not as productive the others who are acquainted with the tasks (Hanebuth, 2008).


Anderson, D., & Anderson, L.A. (2001). Beyond Change Management: Advanced Strategies for Today’s Transformational Leaders. San Francisco: Jossey-Bass/Pfeiffer.

Deery, S.J. 1995, 'Absenteeism and employee turnover: Dryburgh Footwear Company', in Organizational change strategies: Case studies of human resource and industrial relations issues, ed. M. Patrickson, V. Bamber, & G.J. Bamber, Longman, Melbourne, Chapter 21, pp. 240-250.

Hanebuth, D. (2008) "Background of absenteeism" in K. Heinitz (ed.) Psychology in Organizations - Issues from an applied area. Peter Lang: Frankfurt. p. 115-134.

Hiatt, J., & Creasey, T. (2012). Change Management: The People Side of Change. Atlanta: Prosci Learning Center Publications.

Hiatt, J. (2013). Employee's Survival Guide to Change: The complete guide to surviving and thriving during organizational change. Atlanta: Prosci Learning Center Publications.

Johns, G. (2007) "absenteeism" in George Ritzer (ed.) The Blackwell Encyclopedia of Sociology. New Jersey: Blackwell Publishing.

Kotter, J. (2012). Leading Change, with a new preface by the Author. Harvard: Harvard Business Review Press.

Kotter, J.P. (1995). Leading change. Boston, MA: Harvard Business School Press.

Laloux, F Wilber, K & Wade, J. (2014). Reinventing Organizations. MA: Nelson Parker.

Lee, T. H.; Gerhart, B.; Weller, I & Trevor, C. O. (2008). Understanding voluntary turnover: Path-specific job satisfaction effects and the importance of unsolicited job offers. Academy of Management Journal 51 (4): 651–671.

Morrell, K. Loan-Clarke J. and Wilkinson A. (2001) Unweaving leaving: The use of models in the management of employee turnover. International Journal of Management Reviews, 3(3), 219-244.

Testa, B. (2008). Early Engagement, Long Relationship? Workforce Management 87 (15): 27–31.

Download full paperFile format: .doc, available for editing
Contact Us