Cadbury: Organization Development and Change - Case Study Example

Cadbury Contents Cadbury Contents 2 Introduction 3 Discussion 4 Performance management system 4 Culture 6 Conclusion 8 References 10 Introduction Cadbury is owned by Mondelēz International. IT was established in 1824 IN Birmingham by John Cadbury. It is a British Multinational confectionery company. It has headquartered in Uxbridge in Greater London. Cadbury is the second largest the brand of confectionery in the world. It has its business throughout the world. This brand includes Schweppes, Trident, Cadbury, Trebor, Dr Pepper, Bassett’s, Halls, Snapple, Dentyne, Bubblicious, Orangina; 7UP. One of the famous products of this company is Dairy Milk chocolate. It was introduced in 1905. The company merged with J. S. Fry & Sons, Schweppes in 1919 and 1969 respectively. Presently Cadbury has 71657 employees. For managing such a big company and its employees many models of human resource, strategies and policies are followed by the company. Some of the steps of human resource taken by the company are: In 1977 the company introduced a program called Managing for value. This is done to increase the understanding of the employee towards the organization, the establishment of 3A standards like adaptable, accountable and aggressive. These standards aim in creating awareness and motivation in the employee to achieve the organizational goal. By all the HR policies Cadbury has created a sense of belongings and a value towards its employee. Discussion Performance management system This system involves in the activities which assures that the organizational goals are continuously achieved in efficient and effective ways. This management focuses on the employee, department and performance of the organization. Performance management system builds the process of product services. It also helps the organization to align its employee, system and the resources to strategic priorities and objectives (Cummings and Worley, 2014) Mission The meaning of Cadbury is quality. This is the promise of the company. Its commitment is to improve its product continuously and to ensure that their promise is delivered. The reputation of the company is built on quality of the product. In 2007 a project of online performance management system was launched in Cadbury for managing the administrative colleague. A system was required to reduce paperwork, time spent in reviewing the annual process and to provide global standardization (Robertson, 2007). The present performance management system of Cadbury differs a lot between the places and the important need was to assure that all users are into one standardized process. The global rollout scope was done to ensure managers, HR partners, senior managers in 60 countries of the world. The training team of IT was asked to provide a brief idea in learning the user base appropriately. To deliver a many trainings Cadbury used e learning method which is the best platform to provide training. This platform is universally available, on time, standardized, and fits within the budget of the company. Initially the support and training was given by a web resource called The Learning Zone which was available in a quick link from the home page of the performance manager giving an easy access to all the company’s user. These process overviews the responsibilities targeted to the employee of their specific roles in the business. In video conferencing subtitle in provide. A guide of quick reference for the Cadbury employee is provided in 3 languages. All the local contact information related with the company was provided there. The team members of the core project worked closely with the IT team. Local and regional process coaches and coordinators were there for delivering the e-learning process (Simms, 2005). It not only satisfied the stakeholders but also the audience globally around 53 countries. This performance management program was done with 10,000 employees of Cadbury from all over the world. According to the IT review this is a successful training which helped to develop the projects of the company. The IT team responded to the business needs very promptly with which are an important factor of making it a successful one. The whole project was continued for 12-14 weeks. The whole project time was executed in a very organized process, giving the global scope to rollout. The implementation and the design phase are well regarded by the IT team. This process helped in a good roll out of the business (Smith, Child and Rowlinson, 1990). From the perspective of the project Cadbury detailed in methodologies using stage-gates, phases, detailed documentation. It monitors and controls the stakeholder requirement and the project. The documents are base lined. The changes are taken place through overall change control. A process of cost estimation is used by the stakeholders of Cadbury. A list of over 50 important deliverables was recorded on the tracker spreadsheet & training scope. These are used as a standard metrics for estimating the resource need t6o complete development and training in 30 days. This Performance management system of Cadbury is an important tool which highlighted the project life and enabled the training team of IT to submit the project on time. This team is a part of making standard weekly report of progress which is discussed with the stakeholders of Cadbury. By implementing this HR policy Cadbury allocated a target & responsibility of work on its employees. The company helped its employee by developing this project which fixed performance goal and indicated the development of the employees through the project. Strategies were established related to the organizational goal and according to that Cadbury took initiative in this project. All this effort of Cadbury delivered this project of performance management system in a successful way which helped the organization to achieve its mission. Culture Culture is human behavior in an organization. It includes the value, vision, norms system, language, beliefs of an organization. The culture of the organization affects the way the group and the people interact with clients, stakeholders, etc (Brown, 2006). It represents the basic principles and believes of the organizational members based on the factors like history, market, product, technology, management style etc. Corporate culture means those culture which in intentionally created by the management of the company for achieving organizational goals. Like other companies, organizations culture plays a very important role in Cadbury. The company maintains a balanced approach in achieving business goals, objectives with human resource management. It maintains a culture which helps to deliver a superior quality of performance to the shareholders. It also involves in committing employee performances in all level of the business. It believes in hard work. Employees keep on participating in all the activities of Cadbury and keep on helping each others. The company culture of Cadbury helps its employee to adapt the changes in the organization. The mixtures of strategies and partnership policies which are involved in the employee contribution for the development of the company have made the culture of Cadbury simple. It provides generic solutions which matches the requirements of the company and its employees (Bradley, 2011). Cadbury has philanthropic and paternalistic culture which focuses on the well being of its employees. The company has successfully built its impact socially by its culture of principled capitalism. It has loyal workforce which comprises of managers and staff of the company. Its high quality & long traditional process and its factories employ people from local community. It ensures that the brand is close to the heart of the local people. This helps to build communal or family type working environment where the employee feels proud about their work. It generates unity among its employee and stimulates & motivates them to achieve their goal. The employee shared the same value of sociability. The culture helps the employee to develop a sense of value in their work. They shared a deep friendship among them. In 2004, with Cadbury’s new acquisition the company had to involve all its managers to develop a new and unique culture which allowed a harmonious and pleasant relationship between the new and old staff of the company. If the company did not changed their culture then this acquisition could damage the current culture of Cadbury by bringing de-motivating staffs and low moral performance of them (Jones and Brazzel, 2014). The employees cloud feels insecure and uncertain. This would weaken the loyalty of Cadbury’s staff by creating lack of trust among them. All these things would lead its customer to feel betrayed for the loss of organizational goal which would weaken the brand. The change of the culture benefited the company in creating the integration of many groups. Cadbury had managed this change in culture in a very effective way. Here the HR policies of Cadbury have played a very important role in implementing this change. Organizational culture plays a vital role in acquisition. The analysis of quantitative and qualitative objectives is involved in corporate culture. Manifestation of the company, visual artifacts determines the basic assumptions and values of the organization. For maintaining a healthy culture Cadbury had to know about the feeling and ideas of its employees towards the acquisition. The difference of organizational culture of UK & US gave a strong impact on the internal environment of Cadbury. Conclusion HR rules and policies help the company to product an effective and efficient management system. It motivates the employee to perform better and maintain a healthy environment in the organization. Cadbury is very committed to its HR strategies and policies (McLean, 2005). It gives importance to the structure of the company. Cadbury’s HR is present on the board of directors. The HR policies focus on the collective involvement of its employee and their aspects on the Cadbury (Rothwell and Stavros and Sullivan and Sullivan, 2009). This helps the business to achieve success. But the company has to come up with the changing business culture and HR related issues. In the recent acquisition of Trebor Bassett in 2003 Cadbury is continuously adapting new things and changing itself according to the needs. The employee of Cadbury should posses the quality to change themselves with the company’s requirement. The company conducts programs for helping the employee to adjust with the change instead of getting frustrated. Cadbury’s culture unites its employee. Its HR policies stimulate and motivate its employee. But according to the present condition resource oriented culture is more productive than the traditional culture because resource oriented culture develops a clear goal to the employee (Yaeger and Sorensen, 2009). The traditional culture followed by Cadbury is not suitable in the competitive market scenario. This culture can degrade the moral quality of the employee as they can feel a threat of security & uncertainty. The performance system of Cadbury is well organized and designed in such a way that it initiates the growth of the company by doing certain projects. The measures adopted by the company in this system coordinate many employees around the world overcoming the barriers of language and communication. It developed a strong coordination among its employees and judged their performance level according to the fixed goals. References Bradley, J. 2011. Cadburys Purple Reign: The Story Behind Chocolates Best-Loved Brand. London: John Wiley & Sons. Brown, D. R. 2006. An Experiential Approach to Organization Development. New Delhi: Pearson Education India. Cummings, T. and Worley, C. 2014. Organization Development and Change. London: Cengage Learning. Jones, B. B. and Brazzel, M. 2014. The NTL Handbook of Organization Development and Change: Principles, Practices, and Perspectives. New Jersey: John Wiley & Sons. McLean, G. 2005. Organization Development: Principles, Processes, Performance. California: Berrett-Koehler Publishers. Robertson, R. 2007. The Together Company: Rewarding What Matters Most to People and Organisations. Huddersfield: The Leadership Factor. Rothwell, J. and Stavros, J and M., Sullivan, L. R. and Sullivan, A. 2009. Practicing Organization Development: A Guide for Leading Change. New York: John Wiley & Sons. Simms, H. 2005. Organisational Behaviour and Change Management. Cambridge: Select Knowledge. Smith, C, Child, J and Rowlinson, M. 1990. Reshaping Work: The Cadbury Experience. New York: Cambridge University Press. Yaeger, T. F. and Sorensen, P. F. 2009. Strategic Organization Development: Managing Change for Success. New York: IAP. Read More