Leadership, Cultural, and Performance Change at MeatPack: A Case Study Analysis
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| Leadership, Cultural, and Performance Change at MeatPack: Case Study Analysis |
Job performance, working culture, leadership, and management approaches are crucial in evaluating organizational behavior. Working performance largely depends on the people and the situations they work in; a positive situation can make the work environment productive, while negativity can lead to counterproductive performance. Leadership personality, values, emotions, and attitudes are primary sources of motivation for employees, enhancing their abilities to perform their job roles effectively (McShane et al., 2018). The question of leadership, cultural, and performance change at MeatPack is of immense interest to understand the organizational approaches to bring effective improvements in organizational performance and gain more business opportunities in the market. The initiatives taken by Derek Bison, the founder and CEO of MeatPack, are diverse in nature and have resulted in a significant boost in organizational performance by changing the working culture. The case study indicates that it is essential to use the emotional intelligence framework to understand employees' personal and professional needs to boost their capacities, skills, and abilities to perform well (Harvey, n.d.).
1. Should Bison Take a More Hands-Off or Hands-On Approach to the Business?
Before discussing hands-on or hands-off management approaches, it is essential to understand that the role of leadership is to understand organizational problems. For this purpose, a leader must have decisive and perceptual qualities to make rational choices to achieve organizational goals (McShane et al., 2018). The case of MeatPack provides enough evidence to analyze Bison’s rational choices in deciding, introducing, and implementing changes that improved the working culture and helped achieve the ‘1 billion-dollar company’ target (Harvey, n.d.). Both hands-on and hands-off strategies can boost leadership capacity and increase work performance. Hands-on allows a leader or manager to work alongside employees, providing feedback, encouragement, mentoring, and delegating ideas to complete tasks in novel ways (Rezaei et al., 2014). This approach helps shape employees’ working character in a manner that benefits both the organization and the employees’ development. Hands-on enables leaders and managers to gather more ideas from employees, gain insight into their personal and professional characters, build trust, and keep workers focused on achieving organizational and personal targets (Arbogast et al., 2016).From the case study analysis, it is evident that Bison assumed both hands-on and hands-off roles at different times and practiced a shared leadership role to interact with senior and middle managers effectively (McShane et al., 2018). Shared leadership allowed Bison to distribute responsibilities among team members, viewing leadership as a role rather than a job position (Sfantou et al., 2017). This collaborative approach at MeatPack made the working environment less competitive in terms of personal rivalry, encouraging employees to improve personal and organizational performance (Harvey, n.d.).
The case study reveals that Bison's hands-off approach has been productive, focusing on hiring competitive and brilliant employees to execute tasks (Harvey, n.d.). Another perspective of this approach is providing professional development opportunities to enhance employees' skills and boost their competitive level (Sfantou et al., 2017). This hands-off approach allowed employees to work independently, fostering a trusting environment where they could use creativity to complete their work more efficiently. It also boosted confidence among leaders and managers, enabling them to take responsibility and complete tasks successfully, thereby sharing the role in bringing about cultural change (Rezaei et al., 2014).
However, Bison also adopted a transformational leadership role, engaging with senior leaders and managers as a part of the change. Bison acted as a change agent, using proactive approaches and a clear vision to achieve organizational targets (Harvey, n.d.). Hands-off management speeds up the process of taking responsibility, motivates employees to work independently, and encourages risk-taking for better results. This approach improves individuals' abilities and capacities, increasing the chances of success for future projects. Nonetheless, accountability is crucial for guaranteeing success. A responsible attitude in taking on and completing tasks confidently indicates responsible behavior (Aarons et al., 2015). Bison’s character—described as “visionary, restless, competitive, and obsessive”—reflects his management style. The introduction of the Human Synergistics Circumplex indicates the practice of a hands-off approach, encouraging employees to adopt proactive attitudes and make independent decisions (Harvey, n.d.).
Hands-on is a supportive role that convinces management and employees that the leader is available to guide them in difficult times. In contrast, hands-off empowers workers to use their capacities and solve problems independently (Tsai, 2011).
2. How Effective Has the Senior Leadership Change Been? What Else Might Senior Leadership Do to Influence Change More Positively in the Near Future?
The challenging aspect of leadership is transforming the working environment completely to make management easier. Transformational or shared leadership aims to boost employee competency, empowering them to make decisions that enhance the unique working atmosphere (McShane et al., 2018). Bison's role as a transformational leader has been successful; he identified that senior managers were less visionary and competent, with a fixed mindset. Behavioral change relies on coaching, mentoring, and learning new skills to increase working exposure. The introduction of the Synergistics Circumplex at MeatPack enabled the organization to shift from a traditional hierarchical leadership structure to one where everyone is accountable, fostering competitiveness in decision-making. This transition had a positive impact, as the hands-on approach helped senior team leaders learn new management ideas, with constant professional development training and mentoring provided by the company (Harvey, n.d.). However, it also brought some negative impacts, as increased intervention led to conflicts of interest among senior leaders (Aarons et al., 2015). Effective decision-making requires gradual transformational processes for organizational success (McShane et al., 2018).Open dialogue enabled senior managers to discuss issues that arise during projects. The approach of ‘speaking frankly’ allowed MeatPack employees to share ideas, strategies, and debate issues face-to-face, fostering harmony among senior team members for strategic changes. However, direct issue reporting to the CEO created conflicts for some senior members, leading them to leave the organization despite their productive performance. Shared leadership emerged as a strength, as Bison became a CEO alongside two others, but these structural changes caused confusion among senior leaders. Nevertheless, Bison’s transformational leadership role enabled effective communication with senior strategic team leaders, avoiding information and communication gaps (Harvey, n.d.). Bison’s shared leadership role aimed to develop and communicate a strategic vision and build commitment to the vision, successfully encouraging leaders, managers, and employees to work as a family to achieve organizational goals (Harvey, n.d.). Encouragement and commitment helped Bison transform the leadership style, as leaders adopted task-oriented roles to set goals for their departments and later evaluated performance using feedback. Similarly, some leaders embraced people-oriented leadership, creating a friendlier working environment and fostering trust among employees. The development of leaders brought positive changes, as employees enjoyed the freedom to express their thoughts, increasing accountability (McShane et al., 2018).
Leading by example is another leadership form that Bison practiced, persuading employees to learn from every activity. Bison’s case indicates that he adopted the Path-Goal Leadership Theory, evident from his use of hands-on and hands-off management approaches. The professional development of MeatPack leaders enabled them to build competencies, ultimately helping the organization achieve its targets (Harvey, n.d.). Future business growth depends on leaders' personalities, who should be talkative, engaging, and self-disciplined to inspire subordinates. Self-belief, skills, and clarity of vision assist in attaining set objectives. Competencies such as ‘driver, integrity, motivation’ and business knowledge help leaders achieve financial and strategic goals. Using emotional intelligence in a shared leadership environment is crucial for building trust among employees (McShane et al., 2018). Without emotional intelligence, it is hard to progress, as employees need motivation to work enthusiastically, and understanding their needs is a primary characteristic of an effective leader (Sartori et al., 2018).
3. To What Extent Has MeatPack’s Flatter Structure Helped Create Cultural and Performance Change? Have There Been Any Barriers to Cultural Change?
Cultural and performance change is a daunting task requiring a shift from traditional working models, often met with resistance from management and employees. However, growth necessitates structural, operational, and strategic changes for success. The leadership structure is crucial for understanding organizational efforts and working culture, which are core elements in improving performance (McShane et al., 2018). Implementing enterprise resource planning (ERP) at MeatPack integrated various business departments to boost productivity. The integration of "finance, production, investment, and management" aimed to increase productivity by encouraging collaboration to exceed targets. These structural changes also influenced the communication system, as effective communication is essential for business success (Harvey, n.d.). Strong leadership and management structures are vital to ensure that messages are delivered and understood effectively.Bison’s adoption of a flatter structure contrasts with traditional hierarchical structures, where accountability and reporting follow a set procedure (Yildirim & Birinci, 2013). Changing the organizational structure means a complete shift in communication, policies, responsibilities, accountability, and authority. According to Morgan (2015), hierarchical structures establish subordinates, reduce the burden, divide responsibilities, and make everyone accountable except the CEO. Employees' loyalty is to their departments, responsible for departmental performance, which might lead to negative interdepartmental influences. In contrast, Bison's flatter structure reshaped leadership and management, bringing positive changes to working culture and performance standards (Harvey, n.d.). Flatter structures have been successful in small organizations, providing opportunities for collaborative work and reducing the need for additional staff. Professional development enables existing employees to execute their jobs well. One major characteristic of flatter structures is the assumption of dual roles, as seen in Bison's
case where one individual held three CEO positions. The introduction of ERP aimed to increase productivity, reduce hiring costs, and improve employee capabilities. Flatter structures enhance professional exposure, as employees interact with senior leaders and colleagues from different departments, learning and improving their skills (Morgan, 2015).
However, barriers to cultural change can exist. The shift from traditional to transformational, people-oriented leadership faces resistance, as some leaders struggle with complex changes. One drawback is the increased burden on the senior team, as they take on multiple roles and responsibilities, potentially reducing efficiency (Sfantou et al., 2017). The professional development program at MeatPack is intended to enhance skills and increase the organization's competitive level in the market. Moreover, adopting professional policies, conducting cultural surveys, and assessing individual and organizational performance through systematic reporting are necessary to meet organizational needs.
4. Has the Working Culture at MeatPack Improved? What Else Could Be Done to Further Improve Working Culture?
A positive working culture is essential for fostering harmony among employees and enhancing their work efficiency. Factors influencing working culture include job security, stress levels, leadership style, job satisfaction, and professional development. An organization's efforts to address these factors reflect its commitment to improving the work environment (McShane et al., 2018). At MeatPack, the introduction of a positive working culture is evident from Bison's transformational leadership style. Bison's approach involves motivating employees through a clear vision, encouraging creativity, and fostering trust and collaboration. The implementation of the Human Synergistics Circumplex at MeatPack facilitated a cultural shift from competition to collaboration, enhancing teamwork and trust among employees (Harvey, n.d.). Bison’s hands-off approach allowed employees to take ownership of their work, fostering a sense of responsibility and accountability. Professional development programs further boosted employees' skills and competencies, contributing to a positive work environment. However, some senior leaders faced challenges adapting to the new cultural changes, indicating the need for continuous support and mentoring.To further improve working culture at MeatPack, the following steps could be taken:
Enhanced Communication: Establishing open channels for feedback and dialogue can help address concerns and foster a sense of inclusion.
Recognition and Rewards: Implementing a system to recognize and reward employees' efforts and achievements can boost morale and motivation.
Work-Life Balance: Promoting a healthy work-life balance through flexible work arrangements and wellness programs can reduce stress and improve job satisfaction.
Continuous Learning: Encouraging continuous learning and development through training programs and workshops can enhance employees' skills and career growth.
Inclusive Leadership: Promoting inclusive leadership practices that value diverse perspectives can foster a more collaborative and innovative work environment.
Conclusion
The case study of MeatPack highlights the significance of leadership, cultural, and performance change in achieving organizational success. Bison's hands-on and hands-off management approaches, transformational leadership style, and implementation of a flatter structure have contributed to positive changes at MeatPack. The professional development of employees, enhanced communication, and collaborative working culture have improved performance and productivity. However, continuous efforts are needed to address challenges and further improve the working culture. By fostering open communication, recognizing achievements, promoting work-life balance, encouraging continuous learning, and practicing inclusive leadership, MeatPack can continue to thrive and achieve its business goals.References
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