Business Analysis: Bega Cheese

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Recommended: Case study on managing change

Change is the most crucial aspect of management. In a rapid competitive business environment, change is not only recurrent but also becoming complex. The case study Bega Cheese highlights how the firm has achieved change management from satisfying the needs of local market to being limited company of more than 50 countries globally. Through the case study, it is seen that Bega Cheese has undergone different stages of change process by implementing various effective cultural perspectives, to traditionally organizational designs concerning with structures and new forms, processes and boundaries to adapt to organizational change and eliminate resistance to change. Change is inevitable, and vital to achieve strategic objectives and competitive advantage in the market. Saroj (2001) supports the fact now a days factors that cause change to occur are unpredictable, Bega Cheese however appears to be in a continual state of change. Change is driven by forces which make a firm unique to able to achieve strategic goal of company. These forces can either be internal of external. External forces that have driven Bega Cheese to prompt change include social and political pressure is another force due to customers, suppliers’ needs wants to be unsteady, fore which, managers at Bega Cheese implement participative leadership (Rawat 2001). As Bega Cheese export cheese worldwide, therefore, many social and political concerns arises, however, Bega Cheese has valued and acknowledged high quality to be exported through applying legal conformity such as Halal accredited to Middle East countries. Moreover, it has gained competitive advantage to establish high value of its customers and employees as well as superior profits for itself (Micheal 1998). ... ... middle of paper ... ...dge Hughes, M 2006, 'Strategic change', in M Hughes (ed.), Change management: a critical perspective, Chartered Institute of Personnel and Development, London, pp. 52-63. J, Kraijenbrink, C, Spender, A, Groen 2010, The Resource-Based View: A Review and Assessment of Its Critiques, Journal of Management, SAGE. Viewed on5th April 2011, at http://jom.sagepub.com/content/36/1/349.full.pdf+html P, Micheal 1998, Competitive advantage: creating and sustaining superior performance: with a new introduction, The Free Press, America. S, Rawat 2001, Organisational Change and Forces Prompting Change, Academic Paper Review, Shovoong viewed on 2nd April 2011, on http://imgs.shvoongstatic.com/images/2011/_v_070420111027/scp.PNG"> S, Tywoniak 2007, Making sense of resource based view, Academy of Management Conference, University of Technology, Australia.

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