The major constituents of a business organization are analysed in the light of the Cadbury case study to justify the aforementioned argument.
Human Resource: The staff members of the organization or the human resource of the organization is deemed as the pillar for an organization's sustainability both at operational and strategic levels as argued by Richard Lynch (2003)ii. This is also because of the fact that the human resource is the indispensable asset for an organization. Hence, the inability of an organization to effectively manage the human resource not only to improve their performance but also address their concerns is the primary reason for an organization's failure or financial loss in the target market as argued by Derek Torrington and Laura Hall (2003)iii.
From the video, it is clear that the organization was initially one of the preferred places to work by many in the British general public. The strive of the organization to generate more revenue since 1966 was the major factor that influenced the Human Resource of the organization. ...
The view on the company under consideration reveals that the effectiveness of the organization was mainly because of its rather 'unusual' method of people management, which not only had direct contact of the senior management with the operational staff but also enabled a sense of responsibility and team working amongst the staff members. The arguments of Kathy Ball - one of the employees of the organization who worked in the company for over forty years in the video justifies the aforementioned.
The arguments on the team working and the contact with the management team that was emphasised by Kathy Ball are the critical elements that contribute to the motivation of the staff members. This is the critical element for a strategic growth in the organization as argued by Janice E Carrillo and Cheryl Gaimon (2004)iv.
From the Cadbury case study video it is clear that the changes implemented in the organization for the purpose of increasing the revenue through the procedural approach to management and strict portfolios proposed by Mckinsey and Company were the major hurdles for the organization's growth. This is evident from the opinion of not only the ex-staff members but also by Adrian Cadbury the then managing director of the organization.
Alongside it is also clear that the company's approach to increasing profits through cutting costs involved with the subsidies provided to the staff members is another critical area where the human resource or the workforce was de-motivated due to organization decision-making. Although the withdrawal of the subsidies are justifiable with the soaring costs in the market, the introduction of middle managers in the team as an approach to streamlining the operations in the organization