Pilkington: an Organisation in Transition

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  • Topic: Float glass, Change, Pilkington
  • Pages : 3 (628 words )
  • Download(s) : 313
  • Published : April 1, 2011
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This case study examines the company Pilkington Australasia, the need for change of which has occurred & the companies results through the implementation of proposed changes . Pilkington Australia is a wholly owned subsidiary of the British Pilkingtown plc of which has been manufacturing glass within Australia since 1972. The company has built its reputation as a world-renowned glass manufacturer through its constant commitment to quality. Pilkington Australia has also built its success through other company policies such as its commitment to the environment & strong OH&S awareness. The glass industry Pilkington operates within is forever changing & developing. Pilkington, in response, has since evolved from specialising in the float glass process, to its company today of which has expanded to include value-added products & services, catering for a wider range of markets as well as the special energy & electronic markets. Although Pilkington has experienced vast successes over the years, we may examine the company in regard to its change processes & how it is has managed organisational change to gain a greater understanding of this concept. THE NEED FOR CHANGE

Both internal & external forces saw Pilkington see the need to implement change within their organisation to ensure continued success. External;
-Globalisation saw increased foreign competition eg. Through the removal of trade barriers (GATT), of which saw prices become more competitive. Internal;
-A strong overtime culture saw the employees unproductive eg. 70%of all wages spent on overtime, hence inefficient. -Organisational structure hierarchial, did not promote autonomy from employees & hence lead to low levels of employee morale & commitment as it promoted an “us & them culture,” in regard to Management. THE CHANGES PILKINGTON IMPLEMENTED

1.Changing Pilkingtons’ Organisational Structure
-Organisational structure was changed from traditional hierarchical to an inverted structure...
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