Organizational Behavior
CASE ANALISIS- BUCK & PULLEYN
This report analyzes and evaluates several of the steps taken by Buck and Pulleyn during their restructuring process. The focus will particularly be on the initial and the middle stages of those changes. The implementation of those restructure changes, the different strategies used to foster those restructure changes and the determination of how Buck and Pulleyn will react to a possible change in leadership will also be analyzed throughout this report. As shown from a recent Organizational Change seminar provided by Webster University, the restructuring process is not only challenging but will almost likely be met by some type of obstacle or obstacles which will hamper that process. The main obstacles or problems hindering Buck and Pulleyn’s restructuring process is an agency that in itself has remained relatively static with regards to structure and organizational management for almost11 years, an agency which has shown a lack of employee input in decision making, and an agency with a departmentalization type structure that fosters the famous “Silo Effect” of management. Due to these and other problems, this report will address how Buck and Pulleyn tackled the issues and I then provide some recommendations and solutions on how to correctly apply effective organizational changes to their current organizational structure. The initial change initiatives proposed at Buck and Pulleyn are interesting but at the same time concerning. The employees reaction to The Re-Thinking our Structure Memo proposed by Chris (CEO) and Robert (Creative Director) illustrates how inexperienced the employees are with regards to management and organizational structure. This lack of feedback by the first line employees shows an organization that sems to be very specialized and proficient on their day to day advertising