Changes in Bega Cheese Limited

Organisations today find themselves operating in an environment that is changing rapidly. The process of analysing the implications of these changes and modifying the way that the organisation reacts to them is known as business strategy.

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

the internal analysis of the firm and the external analysis of the industry and competitive environment

Businesses are facing a dichotomy between wanting to chalk out an all-time structure and strategy for their organization, and recognizing that their world is in a constant state of flux [3]. For most of the 20th century they were largely focused on the static elements of this dichotomy. However, in the last decade changes have become more frequent and more dramatic, so much so that a whole branch of management is now devoted to the subject of change itself.

This considered being a transformed organizational model has catapulted companies into a company that is

Change is inevitable. Changing is not always welcomed but it is necessary for organizations to maintain their place in the world. Successful organizations thrive because they have a vision, a mission

Managing organizational change is the process of planning and implementing change in organizations with maximum effectiveness and minimum circumstances and resistance. Today 's business environment requires companies to undergo changes almost constantly if they are to remain competitive. In this project paper I am going to discuss organizational change in PepsiCo. I will take a closer look on management approach and forces for change. I will introduce the change, make diagnosis and discuss how the change can be implemented.

The purpose of this book is to make us see that nearly all-operating prescriptions for creating large-scale corporate change are nothing but myths and that changes do not happen from one day to another by a miracle, the change from good to great is the result of a successful plan who

Introducing organisational change is often hard, the main reasons for that can be variation in perceptions of the employees, fear of disruption or failure and underlining the right approach to apply change. Then even if the change in a specific organisation is projected successfully there is still lot to be done to manage it in an appropriate way (Oakland, 2007).

Secondly, because change management is occurring on the regional level instead of the corporate level, there is differing technologies, processes, and management styles which leads to a growing sense of frustration. Due to lack of IT Governance framework the company was not able to:

Finally, one organisational response to change is that organisational forms are themselves evolving. Therefore, the change management response will

Change is going in the organization. With the help of theories I can easily visualize

According to Kurt Lewin’s change model (1947), there are three aspects of managing organizational change: unfreezing, change intervention and refreezing. By observing the change model, all four characters are seen to go through the freezing stage when they found the first cheese station.

The metaphor of an organism is seeking to portray the system where organizations adapt and survive in a changing environment. Morgan shows an important perspective on organizations that flow with change. Making the resemblance to an organic body, where systems are clusters of interconnected cells, in business, those cells are people connected to deliver on overall needs. With essentially four types or “species” in the organic

This report contains the analysis of the case study of merger process of two UK based parasitical companies, GreenHealth and Cranberry. This report discuss deep inside analysis of two companies during the pre-merger stage and post-merger stage. Balogun and Hope Hailey’s Change Kaleidoscope model, Jonson’s Cultural Web Model and Kotter’s Change Steps has consider for this analysis.