Case Studies Nestle [PDF]

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Nestle Case Study 1. Nestle telah mengalami perubahan urutan pertama dan perubahan urutan kedua. Dalam perubahan urutan pertama, perusahaan mengalami beberapa perubahan dalam hal transaksi dan organisasi perubahan iklim. Di sisi lain, Nestle juga mengalami perubahan urutan kedua dimana terdapat perubahan dalam hal perubahan transformasional. Berikut adalah cuplikan perubahan organisasi yang terjadi di Nestle sesuai dengan urutan: Urutan Pertama 



Nestle mulai berkembang secara global dan mulai membeli anak perusahaan lokal di pasar lokal.







Transfer eksekutif lintas benua, dari Switzerland ke United States.







Penguatan / sentralisasi departemen IT.



Urutan kedua 



Diversifikasi pasar melalui masuk dalam pasar kosmetik dan farmasi.







Perbaikan secara penuh pada dewan direksi dengan mengganti 10 direksi.







Akuisisi dan merger



Pembahasan lebih lanjut tentang perubahan urutan kedua, perubahan transformasional terjadi ketika organisasi beralih dari struktur bisnis menjadi struktur manajemen yang lebih luas dan lebih profesional ketika mereka mulai membeli anak perusahaan lokal di pasar luar negeri agar agen penjualan mereka (posisi baru) dapat memperkenalkan produk mereka di luar Swiss. Perubahan transformasional lain yang terjadi melibatkan perubahan visioner yang membuat perubahan organisasi dalam hal melibatkan bidang lain dari bisnis melalui diversifikasi produk melalui: i.



Memproduksi coklat dengan bahan baku dari Swiss General Chocolate Factory



ii.



Menciptakan produk baru seperti susu malt, bubuk minuman dan botol susu bubuk



iii.



Memproduksi beberapa produk kopi



iv.



Bergabung dengan Maggi, produsen bumbu dan sup



v.



Masuk dalam bisnis kosmetik dan kemudian menjadi pemilik saham mayoritas di L’Oreal



vi.



Terlibat dalam memproduksi produk farmasi dan ophthalmic



Selama perubahan terjadi, perusahaan menerapkan beberapa "teori perubahan midmanagement" tanpa merusak loyalitas, kesan, motivasi, rasa memiliki diri dan perilaku positif dari karyawan. Terakhir, akuisisi dan merger juga merupakan bagian besar dari perubahan urutan kedua yang dilakukan Nestle. Ini memberi mereka pertumbuhan yang cepat (tapi kritikus melihat ini sebagai hal yang negatif), peningkatan popularitas dan menjaga reputasi organisasi.



2. Peter Brabeck - Letmathe menggarisi pemikirannya tentang perubahan tambahan yang terjadi di Nestle didasarkan pada pola pikir kepemimpinan yang fokus pada substansi yang mencakup dedikasi kuat untuk disiplin dan pendekatan jangka panjang untuk mengembangkan bisnis. Peter, menurut literatur, mengambil pendekatan konservatif daripada pendahulunya untuk meningkatkan bisnis Nestle. Selama awal masa jabatannya, ia memangkas biaya dengan meningkatkan efisiensi operasional manufaktur, menyingkirkan bisnis yang sudah jenuh yang memberikan sedikit potensi pertumbuhan laba, dan investasi terfokus pada bidang yang tumbuh cepat. Bertentangan dengan konsep Petrus, dimana dia perubahan tambahan pada bisnis Nestle secara keseluruhan, seperti akuisisi agresif dari sejumlah industri makanan / minuman ( Ralston Purina , Chef Amerika dan Dreyer ) untuk memperluas pasar. Selain itu, perusahaan menghabiskan lebih dari $ 1B untuk mengotomatisasi dan mengintegrasikan semua operasional di seluruh dunia, dari pengadaan melalui produksi untuk distribusi termasuk pembenahan unit riset dan pengembangan untuk memfasilitasi koordinasi antara kelompok perusahaan yang berbeda adalah langkah strategis yang agresif. Sentralisasi ini memungkinkan dia untuk menyatukan negosiasi perusahaan dan kontrak dengan pemasok. Langkah ini telah menutup 38 pabrik dan memotong biaya sebesar $ 1,6 miliar sekaligus meningkatkan kemampuan perusahaan untuk memperoleh diskon volume.



3. Berikut adalah implikasi khusus dimana manajer dari Nestle telah mengalaminya:



i.



Menjembatani kesenjangan budaya dalam menyatukan orang-orang dari budaya yang berbeda.



ii.



Menciptakan budaya perusahaan pemenang melalui penguatan dan kelangsungan kekuatan perusahaan



iii.



Harus mengelola karyawan melalui trauma perubahan dan berurusan dengan ketakutan dan kekhawatiran mereka ketika Nestle memusatkan IT-nya.



iv.



Berurusan dengan di dalam dan di luar organisasi



v.



Kesulitan dalam membangun hubungan per daerah per lini produk.



Singkatnya, ada tiga (3) tekanan lingkungan untuk perubahan bahwa yang manajer hadapi selama proses tersebut. Pertama adalah tekanan geopolitik dalam bentuk keadaan darurat selama perang dunia yang memerlukan tindakan segera atau penyesuaian geografis jangka panjang. Pada akhir perang dunia 1, Nestle telah mengalami kerugian finansial akibat kenaikan harga bahan baku dan penurunan ekonomi dan dalam Perang Dunia II perusahaan terpengaruh dengan profitabilitas yang rendah karena Swiss telah menjadi lebih terpisah dari Eropa. Karena tekanan ini perusahaan memulai langkah untuk mentransfer kantor eksekutif ke benua lain. Tekanan lingkungan kedua yang dihadapi perusahaan adalah penurunan pasar pada akhir Perang Dunia II karena permintaan susu kental dan bubuk telah diubah melalui preferensi pelanggan. Pelanggan menginginkan susu segar bukan susu kental dan bubuk. Selaras dengan biji kopi dan kakao dimana harga telah meningkat pesat dan membuatnya kurang dari diminati oleh masyarakat yang membuat perusahaan berani keluar untuk mengimbangi kerugian. Bersamaan dengan itu, CEO menghadapi tekanan persaingan ketat dengan susu kental Anglo-Swiss, sebelum Nestle memutuskan untuk bergabung dengannya. Ketiga, dan terakhir, adalah tekanan “sapu baru”. Hal ini terjadi ketika CEO mengangkat manajer-manajer baru yang datang dari luar perusahaan untuk memperbaiki dan meningkatkan kualitas dan produktivitas perusahaan agar masa depan Nestle lebih sukses. Untuk mengontrol perubahan ini, CEO telah menekankan bahwa mereka harus fokus untuk memperkuat dan mempertahankan kekuatan daripada mengubah mereka.



4. Perampingan melalui penghematan dan down scoping, perubahan teknologi, Merger dan akuisisi dianggap tiga teratas yang dapat diambil sebagai pelajaran. Secara umum, perampingan menyebabkan stress, tidak hanya untuk orang-orang yang meninggalkan perusahaan tapi juga orang-orang yang masih tersisa. Menjaga semangat orang-orang yang masih tersisa ini sangat penting dalam setiap perusahaan. Seringkali, karyawan yang tetap tidak merasa senang bahwa mereka selamat dari PHK. Sebaliknya, mereka merasa marah atau terkejut bahwa PHK terjadi. Citra mereka terhadap perusahaan mungkin telah berubah, karena mereka sekarang merasa bahwa lingkungan telah menjadi lebih mencekam dan setiap orang berjuang untuk bertahan hidup Dalam membantu karyawan setelah perampingan, kita harus membantu mereka memahami mengapa hal itu terjadi. Mengadakan rapat untuk membahas sifat perampingan, apa yang akan terjadi di masa depan, dan keamanan pekerjaan mereka. Juga mengambil waktu untuk menjawab pertanyaan atau masalah yang mereka ingin ditangani. Jika memungkinkan, menawarkan konseling karir bagi mereka yang mengalami kesulitan dengan perubahan. Perusahaan harus mengkomunikasikan dengan jelas apa yang akan terjadi di masa depan. Mendata perubahan baru dalam kebijakan dan struktur. Jika ada sejumlah



besar restrukturisasi, hal ini akan memberikan waktu bagi karyawan untuk bersamasama membangun hubungan kerja yang baru. Dengan cara ini, mereka cepat menjadi lebih nyaman dengan lingkungan baru. Selain itu, dalam membantu manajemen untuk penghematan dan down scoping, kita harus berkomunikasi dengan mereka mengapa proses ini diperlukan, dan harus terbuka untuk mendiskusikan masalah yang mereka miliki dengan perampingan. Mereka juga akan terkena dampak di masa depan ketika datang ke struktur kelompok baru yang mereka kelola, proses baru yang perlu dilaksanakan, dan kelompok kerja baru yang akan terbentuk. Terakhir, Nestle harus memantau kecenderungan peningkatan absensi dan tingkat retensi.



Boeing Case Study 1. An organizational model is a representation of an organization that helps us to understand more clearly and quickly what we are observing in the organization. As Burke had explained the usefulness of this organizational models in a number of ways such as: (1) it enhances our understanding of organizational behaviour, (2) it helps is categorize data about the organization, (3) it helps us interpret data about the organization, and (3) it helps provide a common, short-hand language. In relation with the Boeing case study, two types of diagnostic models can be deemed useful in determining the key factors that revolve on the situation. A synthesis of Six-Box model and Force field analysis are best fit models to determine factors that are centering Boeing’s situation. First, Weisbord’s Six-Box model, which categorizes the organizational life in six (6) facets including, purposes, structures, relationship, leadership, rewards, and helpful mechanism. In this model, the structure refers to a way in which the organization is organized. The ways in which people and units interact is termed relationship. Also included in the box of relationships is the way in which people interact with technology in their work. Rewards are the intrinsic and extrinsic rewards people associate with their work. The leadership box refers to the typical leadership tasks, including the balance between the other boxes. Finally, the helping mechanisms are the planning, controlling, budgeting, and information systems that serve to meet organization goals. However, this model focuses on the internal issues within an organization primarily by posing ‘diagnostic questions” which have to do with the fit between “what is” and “what should be”. In order to determine external factor, Force Field analysis is considered so as to have a well-rounded analysis of the organization that will consider the external factors (since internal factors have been identified in above model). The force field analysis identified both driving forces and restraining forces within an organization. These driving forces, such as environmental factors, push for change within the organization while the restraining forces, such as the organizational factors act as barrier to change. In general the intention is to move to a desirable state of equilibrium by adding driving forces, where important, and eliminating restraining forces, where appropriate. 2. In the Six-Box model each box poses a question that refers to his premise regarding the nature of the formal and informal systems within the organization. It is within these questions that I will be explaining my choice.



a. Purpose: Do organizational members agree with and support the organization’s mission statement?



Answer: On the eventual resignation of Phil Condit, many breathed as a signed of relief wherein they are hoping the change will be occurring soon. b. Structure: Is there a fit between purpose and the internal structure of the organization? Answer: the loss of being the industry leader from Airbus, stock prices decreasing by 6.5%, and increasing competitive pressure triggered a series of changes to overcome the bureaucratic structure, outdated technology system and unnecessary processes in the company that had changed little since WWII. c. Relationship: What type of relationship exists between individuals, between departments, and between individuals and nature of their job? What is the quality of the relations? What are the modes of conflict? Answer: The merging of Boeing and McDonnell Douglas brought difficulties in terms of cultural synthesis since the latter had a very strong culture that focused on their dealings with the government officials for defence contracts whereas the former has a family oriented culture. In addition, the investors were in doubt that there was trickery in regard with the merging and the $92.5M pay-out to shareholders. d. Rewards: What does the organization formally reward, and for what do organizational members feel they are rewarded and punished? What does the organization fit need to do to fit with the environment? Answer: The case had not elaborated further the results Stonecipher announced worked closely with unions to reverse the low morale of the employees from the past management however, it is assumed that this was addressed in year 2007 when the tides had turned and Boeing again became the number one in the aviation industry. From this point, morale was reversed, and again assumed, employees was rewarded in accordance to their performance. e. Leadership: Do leaders define purposes? Do they embody purposes in their programs? What is the normative style of leadership? Answer: Yes, their program fully embodies its purpose. Result showed, in the year 2007, that the laid down plan was effective. As a result, the company had repositioned itself on the top, the morale of its employees is high and they have a new market (7E7). Again, the leadership style of the new management was not emphasized on the case, it is assumed that the style of leadership is combination of autocratic and participative. For autocratic – the decision of Stonecipher to manufacture 7E7 planes and For participative – when he closely worked with labour unions to redirect employee morale.



f. Helpful Mechanism: Do these mechanisms help or hinder the accomplishment of organizational objectives? Answer: The mechanism employed by Stonecipher had tremendously help in meeting the organizations objectives.



Casework: Action Planning 1. To start with, the OD practitioner must first clarify and verify its client expectations and the extent of change that they are expecting in order for her to direct his action plans. After gathering the expectations, he must inform the client on the preliminary data gathering methodology through extensive assessment of the organization that he will be using so that the organization will not be surprised on the activities that will be performed by the OD practitioner. Under his extensive assessment, the practitioner will focus on the following areas: 



Organizations in-depth understanding of the organization’s mission and vision (though this is not yet well-established).







Alignment of employees to the organizations values







Understanding overall political system o Systems and Policies o Organizational Procedure o Leadership Behaviours o Group Processes, and o Levels of satisfaction







Who/what departments are assigned to specific goals







How well do they understand their role in the organization?



After gathering all pertinent information regarding the reasons on the misalignment and misunderstanding of the organization towards its goal, the OD practitioner must establish and draft the vision and mission of the company. Submit it to the executives for their approval. If approved, he must formulate specific values aligned to the formulated mission and vision and then submit again for approval. 2. Now since the foundation of the action plan is already laid down, and the specific objectives is already known through the created mission and vision, then it is now the time to be more specific in developing the strategy and actions plans in managing the transition between present and future. The OD practitioner should determine and brainstorm with selected participant projects within, between and among the organization. Then the OD practitioner will summarize actions according to their weight based on the diagnostic and component analysis he prefers to use. The practitioner will now determine top 3 action plans (three each for within, between and among) on which this will be the key projects. This projects will again be submitted to the executives with



details (one can use the format of PDCA) for buy-in. Once approved, the action plan will now be executed and monitored (effectiveness). Now the key projects will be supported by small projects from the brainstormed items. The small projects will not be neglected however this will be incorporated in the on-going OD major projects. 3. The OD practice will not end after execution and relaying to the management improvements from the applied changes from the activity. A continuous review, planning and improvement process must be implemented to make sure that – (1) the projects and actions are carried out accordingly and will not die out; (2) the strategy will be regularly reviewed and updated so that it maintains its relevance and effectiveness; and (3) new actions are added to replace those that have been completed. In short, there must be a follow-through of the activities. In this regard, the senior staff will be chosen to oversee strategy implementation.



Small Group Intervention: A Case Study Having in that the kind of situation, the next step to consider for me to check the organization’s mission and vision and have an initial investigation on how the organization adheres to their objectives from the VP of HR. Next step is for me to ask if we can schedule a council meeting in order to clarify the details on the direction and the extent of change the organization wants to be and the company’s timetable. Preliminary methodology and diagnostic tools will be discussed in order to gain buy-in from the council. The process of organizational development that will be implied will follow below diagram in order to be systematic and to account all possible areas. It is important to keep and stick into a systems perspective in trying to sort out what the cause of any problems identified.



Figure 1: Organizational Development Process Model



In parallel, I can also use analytical tools under the TQM principle, diagnostic tools and component analysis to have an in-depth analysis on what the problem is and thus could generate a real solution to the problem. With this, I can already formulate a strategic plan that also includes environmental scanning and scenario planning. The whole action plan will emerge from the assessment and feedback phase, and the process may actually begin during the feedback session as employees suggest next steps in addressing the assessment’s findings. In formulating the strategic plan, a group will be formed in order to have a broader conceptualization of the action registered and an understanding of what is the problem and what needs to be done. The problem will be diagnose by a core group depending on their individual area of responsibility and job design. Moving forward, the team, will design and choose appropriate interventions to facilitate execution and monitoring of the action plan. Furthermore, after the timetable for the monitoring, the team will evaluate its effectiveness and revise if necessary until further institutionalizing the organizational change. One important factor in this activity is the employee involvement in order for them to have a sense of pride and acceptance on the changes that will be coming and being executed. Moreover, whether the change is in 1st and/or 2nd order, performance management, developing talent and managing workforce diversity and wellness will be also taken into account so as to motivate employees for continuous improvement.