Introduction
The demand for insecticides and fungicides are currently on the increase around the world. With this global demand, Biogenta plc has responded to this need by opening several sales outlets in more than 80 countries. The company currently employs 15,000 workers and has manufacturing facilities in 10 countries. With this increase in size, the company has witnessed a growing complexity in management that requires alterations in its departmental structures. The company COE is a strong and dependable role model for all her staff and had invented a mission and another set of values after far-reaching consultation with the company’s stakeholders. The company’s mission is to be the most trusted provider of crop protection products in the world and its values.
Scope of the Report
The report examines the extent to which the company is restructuring its manufacturing facilities and management systems. Indeed, effective management and restructuring of the company and enhancing customer relationship has become one of the core endeavours of contemporary business managers. Organisations, especially those in the manufacturing industry, are quick to understand the demands of their clients to design and provide satisfactory products to the ever-increasing clientele.
The report presents an international firm Biogenta plc, which manufacture insecticides and fungicides and is seeking to provide high-level products to its clients. In this regard, the company has carried out sales analysis, and the result of the analysis indicates an acute need for the company to tighten the effectiveness of their relationship with the clients if only they need to progress in the industry.
Consequently, Biogenta plc has chosen to manufacture insecticides and fungicides, ensuring their efficient distribution, with relevant packaging features. Absolutely, proper packaging would facilitate transportation and effectiveness of the products, thereby turning sales contacts into relationships and increasing sales. Basically, the paper seeks to ascertain the organisational design and structure, teams and team working, relationship and management approach, and its culture of Biogenta plc.
Organisation Background
Having existed for a number of years, the organisation has invested a lot in manufacturing of fungicides and insecticides. The company has both regional and international outlook since it extends its operation in more than eighty countries. In addition, this international presence and increasing need to fully and interactively understand the needs of its clients; the company requires a strategic and planned program to streamline its operations. In general, the organisation intends to increase the sales team in specific towards providing satisfactory products to the clients.
Furthermore, the recent analysis of the sales and the company results has significantly underpinned the need for training and developing a program to enhance the operational excellence of the employees to produce goods of high quality. In essence, the organisation packs the products in better containers to avoid contamination and increase customer preferences and relationships with the company, which in the end; increases sales and enhance the growth.
Organisational Operation Environment
Considering the organisation operation environment, it is somewhat systematic and this coupled with the biological evidence that there is a significant limitation in the provision of insecticides and fungicides. Also, the capacity of the company to supply the products decreases amid the increasing farming activities due to population growth. Moreover, the increasing need for fungicides and insecticides for crop storage necessitates a change in the operation and management environment of the company. Therefore, the company should employ a thorough assessment of the overruling elements of the working condition and the need for training the employees before initiating and implementing alternative manufacturing programs.
Moreover, the difficulty that the employees associate with understanding the need for training, committing the training content to their memories and providing feedback to the training providers should be evaluated and enforced, before the implementation of the training program for the workers to increase its qualitative productivity. Additionally, globalisation and its influences play a significant role in determining the level of training that the relationship managers would require the change in the operational environment. Therefore, the management must be keen to underpin the influences of globalisation in enforcing the relationship between packaging and training program in a bid to succeed with the implementation of its manufacturing strategies.
Given the analysis of the company sales capacity and the resultant financial attainments of its products, the corporation has identified the significant need for the employees to manage sales more effectively to create a more hospitable working environment. In addition, the employees are likely to perceive the operation environment, such as in-house training programs as the major opportunity for the company to grow and enhance organisational growth.
In general, the management should review the working environment with the sole aim of increasing employee relations and make it friendly for all. Furthermore, the sales management team in the organisation should specifically be interested in ensuring the success of the health training programs to make sure that the workplace remains safe and promote human health. In addition, the investors and other external stakeholders, if informed, will also be interested in ensuring the working environment’s safety becomes a priority for intended growth, other than only relying on increasing returns on their investments.
In this regard, the executive management of the company should be keen to make sure the success of the environmental improvement initiatives and training programs, facilitate the developmental growth and capacity improvements of all the employees working for the organisation, and other stakeholders. This will also enhance the management’s efforts in aligning the strategic plans towards the achievement of environmental safety and organisational goals.
Implications of the Operation Environment
Notably, the operation environmental has a lot of implications. For instance, the work necessitated a supportive environment that would increase the workers’ desire to carry out the duties than their colleagues who are driven by the monetary value of their work. In addition, the workers from this organisation chose a simple and balanced life, compared with those from the private sector, whose lifestyle is more complicated and need more finances to fulfil their mission and obligations. This implied that the leaders were expected to exercise caution while handling employee issues. In this sense, advance training became necessary for leaders to enhance their efficiency.
Findings
Organizational Design and Structure
The application of different designs and structures in organisations is not a recent phenomenon but seems to have been used for many years. According to scholars, many companies have realised that the organisational structure and designs enable the workers to carry out their duties diligently to achieve the targeted quality and quantity output. The highly complex, aggressive and vibrant contemporary business environment necessitates flexible organisational designs and structures. This flexibility makes sure that the workers are motivated so that they are able to produce quality goods, which are competitive in the market. The structural complexity of the organisation enhances creativity that may result in enhanced efficiency.
Based on the findings, the company is highly organised, with the latest structures and designs, which increase its efficiency. The company is designed to fit in the current manufacturing trends. For instance, there are various departments, cooperate to make sure that the company fulfils its mission, and operate in their various forms to retain their productive workforce. This is because; it is through this practice that they could maintain the quality of their products due to specialisation. The company is divided into the following departments; Human Resources, Manufacturing or Production, Sales, and Security.
Through the departmental division, the workers become willing to increase their efforts in making the organisation to realise its potentials because each finds him/herself in the relevant department according to qualification. Therefore, they are able to exploit their skills and develop the talent in the fields that they understand most. Apparently, this specialisation measure is expected to have impacts on the employees’ psychology if it is well adopted because the employee would feel more comfortable to work in his/her area of interest. Perhaps, this is the only option if meaningful success has to be achieved in the company.
Some of the key fundamentals that the company has used in creating the different departments include, need, work intensity, uniqueness of the operations. This is more important because it made sure that the workers gain a positive attitude towards their duties. Meaningful increase and quality products could be consistent if the company departments coordinate during the performance of their activities. Through this structural design, the company is assured of sustainability and profit generation. Moreover, the company has adopted the practice as one of the important aspects of policy formulation and structural adjustments to suit modern operation trends.
In addition, the elements are a way of creating an intrinsic force to continue doing the best, in producing high-quality fungicides and insecticides. Using the new structures, the employees, in this case, realised the need to accomplish the specific task that would add value to the overall production system in the company. Furthermore, they remain focused to achieve higher quality in the future, meaning the urge becomes intrinsic and passionate among the employees, thus expected to achieve the greatest magnitude possible.
Through various responses to the different and unique structural factors have been witnessed in the company, each worker strives to achieve a specific task differently and produce goods of varying quality with minimal supervision. Therefore, it is up to the company management to identify the individual worker’s response to the assigned department so that they do not apply a uniform criterion in implementing the stimulus on the entire workforce but should depend entirely on production.
The persistency in the application of specialisation entails the timeframe, in which each department could be sustained and its viability. There are some departments which are expensive and cannot be applied for a long time, while others are fairly less expensive for the company. Such considerations are made before creating a department in the company. For example, the company preferred to create departments, which the majority of the workers considered necessary and the company believed to be viable and was less expensive when compared to others. In this regards, the different methods of arriving at such a decision have to be considered before the new department is actually created. Indeed, this would ensure that the new department is acceptable, viable and not expensive to the company.
Teams and Team Working
The company classifies the workers into various teams in each department. The teams deal in specific tasks within their department. Indeed, the application of team working in the company has minimised the persistent problems, which the company used to have with employees because the latter either listen to the wishes of their colleagues or agree to accept the reward from the organisation.
In cases where a team does not meet the required target, especially when the employees do not perform their duties as required, it is their team leader to be answerable. He/she has to clarify whether with the intention of proper outcome or in the view that they do not have an alternative. Therefore, the team’s output in terms of quality and quantity is compromised, and the company cannot benefit from their work.
In addition, the poor outcome might reduce the company’s reputation and lower the sales, indicating the need for motivating the workers. This means the teams compete to outshine one another so that each does not fall in the category of poor performers. Besides, teamwork in the organisation has helped a lot in enhancing creativity and innovation.
To a larger extent, the employees within a given team who are given the freedom to exercise their creativity, and help the company in decision- making would make substantial contributions to their success in the business. When the company recognises each team’s good work and gives the corresponding rewards, the workers might advance in their career.
In addition, teamwork could be analysed to ascertain the differences between individual contribution and that of the group as a whole if there is significant variation. Employees from each team, within the organisation, are encouraged to work in the spirit of competing with others and enhancing the quality. The study realised that the workers from particular teams were free to carry out their duties in an environment that is supportive of their work than being given the extrinsic rewards.
Leadership and Management Approach
Notably, the organisation succeeds depending on leadership and management approach that the company employs. Through proper management, the leaders are able to examine the employees’ salary, and use of incentives such as allowances and gifts are the major motivators for the workers. Giving such increment and incentives is the management approach that the company uses to assure the workers of the social good so that they develop a particular interest in their duties.
Many scholars have indicated that the relationship between management approach and increased quality & quantity of the products, low absenteeism and the desire to improve the skills in the work. The only important thing that the leadership approach that company has put in place, makes the operation efficient, considering that strategy would influence the greatest number of workers.
The research showed that the management noted that many employees are aroused by the intrinsic rewards, to a greater extent than the use of salary, which is an extrinsic reward. Thus they had to change the management. However, the management approach in the company was relative and could not be used to explain the occurrence in other areas. This led to the question of whether the unique management approach could motivate the workers. Therefore, the management used the approaches, which were more intrinsic than extrinsic, thus justifies the need for altering the leadership strategy. Notably, the workplace is characterised by individuals with different behaviour and needs. The company applied flexible leadership structures, which they consider suitable for the majority of its workers.
Due to the closeness and relations that existed between the leaders and the employees in the company, it created harmony in the process of manufacturing. In this regard, the management style has to conform to the wishes of the workers for positive results to be realised in the company. Moreover, it was established that authoritarian leadership that did not respect the wishes of individuals and groups were not regarded as suitable for the company.
This is because, through better management practices, managers can assure the workers of consistent support in developing the culture of intrinsic motivation. This self-generated desire is very important because it lasts in the person, longer than the extrinsic one that could be withdrawn at will. In fact, such circumstances have frustrated many employees, whose morale has been reduced, as a result of the actions.
However, it is important for the management to utilise a lot of prior reinforcement of the strategic importance of the training program. This would help the company underscore the perception of the relationship managers into considering this as a reward, thereby improve the acceptance level and the practical willingness to accommodate the new features and the relationship between the workers and other staff members.
Organisational Culture
According to the findings, the organisational culture was a consequence of extrinsic motivations, which the employees displayed over time. Though some cultural attributes were generated from outside sources, the workers had a lot of contribution to the development of the organisational culture. For instance, the organisational culture stressed hard workers and quality and was motivated by the reward that the company offered to the various teams for exemplary performance.
This culture of hard work prompted the employees to increase their morale in the work and improved quality. Through the effective articulation of hard work and professionalism, the company could keep its employees happy and consider themselves as part of the business entity. In this manner, they would perform the tasks as in own business enterprise; thereby eliminating the risks of poor performance.
The organisational values such as being adventurous, being creative and open-minded, the pursuit of growth and learning, passionate and determined, building open and honest relationships, and create fun, have also been embedded in the organisation’s culture.
In addition, the organisation culture was also inclined towards the workers and clients’ aspirations regarding the products. For example, the customers demanded the products, which could create a difference in their community and the lives of the majority, thus building an image of public integrity. Perhaps, this could explain the reason for improving the product’s quality. Since the workers in each team, were responsible for their actions and the impacts of such actions to the community, it became part of the driving force for public workers. However, many workers in the organisations were more concerned with job security and salary increases as their motivational factors. This contributed to their hard work and subsequent development of the organisational culture.
PESTEL Analysis
- Political: as an international organisation, the company experiences political interference from the leaders in power. However, it manages interference through internal structures.
- Economical: the world’s economic trends affect the operations of the company because the trends interfere with the cost of production and subsequently increase the prices of the commodities.
- Sociological: the social environment has a lot of impact on the production system. The targeted social class would also affect the quality and quantity of the fungicides and insecticides produced.
- Technological: since the world is embracing technological skills, the company is not left behind. It applies the use of technology in its production system. This increases the efficiency and quality of the products.
- Environmental: the company also consider the environmental aspects during its production. The production in the company was environmentally friendly to promote the health of workers and users.
- Legal: the company adheres to the rules and regulations governing the country of operation.
SWOT Analysis
- Strengths: the company draws its strength from the increasing demands of the customers. The products are needed by farmers who are spread all over the world.
- Weaknesses: the company’s weaknesses are from the growing competition from other business venture manufacturing the same products. As a result of the competition, the sales are compromised.
- Opportunities: the ever-growing need for chemicals for storage of grains and other farm use presents an opportunity for the company. As this is expected to grow, the company still have opportunities.
- Threats: the increased cost of production and stiff competition poses threats to the company’s production system. The threats also affect the productivity of the company.
Similarities and any differences
Considering the submissions, some of the similarities include the adoption of the new manufacturing trends, which guarantee the production of the insecticides and fungicides. The other similarity is that the company is multinational and has to adhere to global standards.
Implications
The implication is that the company has to improve the production system and include innovation in its manufacturing. This would guarantee the quality that is attractive to the clients. Secondly, the company has to make their products meet the global levels in terms of value.
Conclusion
In summary, the organisation has developed effective management and restructuring methods in its production system to enhance the quality of its products and customer relationship. In this regard, it management approach has become one of the core endeavours of other contemporary business managers. The study indicated that there are many ways of achieving organisational success and the organisation specifically applied teamwork to accomplish this. However, the system cannot be applied uniformly across all organisations. Broadly, the two ways, in which the organisation achieved success, include a change in the management approach and use of teamwork.
In this case, the teams were categorised into various forms according to the departments, which existed in the organisation. The company applied the distinct classifications, depending on the wishes of the majority of the employees, especially those departments, which are intended for improving the quality of products.
Notably, the management had the right to make the final decision to determine the department to be created and the strategies, tactics, and policies to be used. This was after examining the different impacts, which such divisions would have on the people and the entire company. In other words, this specialisation attempt was the only way of making sure that the company realised its objectives regarding the quality and quantity of production. Notably, various people respond differently to specialisation initiatives depending on the circumstances.
Recommendations
It is, therefore, recommendable that the company understands diversity and the situational differences under which the employees react to teamwork. In addition, the management has a role in discovering the alternatives regarding the job situation so that they could satisfy the majority of workers. Since job division strategies have different impacts on the workers, the company should employ the method that would be less expensive and creates positive results for the company. In this regard, there should be a comparative leadership approach, through comparing the employees’ responses to the leadership style, and the outcomes so that the performance and quality could be improved.
Noting that the creation of a new department has a direct impact on the workers, it should be the responsibility of the management to shift the tactics of creating new departments, which the employees would not oppose. This makes the workers believe that they are part of the company, thus perform the duties as stakeholders to increase their public reputation.
It is also imperative that the company offers better and significant rewards to the best performing team that meet the demands of the clients. Literally, this would raise the motivation and performance level of the employees and possibly improve on quality. Furthermore, the rewards for the best performing team should be appropriate and suits the needs of the workers who contributed to the success. Indeed, the company stands to benefit from increased quality and quantity of the production, because of the expected high returns and the stakeholders’ confidence in working with the company.