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Question: Discuss about the Analysis of The Cadbury in Britain. Answer: Introduction Cadbury is referred to as the icon of the confectionary industry in Britain. The organization was started in 1824 by John Cadbury. The company was founded on a powerful virtue and strong values of social responsibility that are still found in operation and deeply ingrained in the ethos of the company to date. The organization has three types of confectionary which include candy, gum, and chocolate. The company currently operates in more than sixty countries and has also been able to employ more than fifty thousand workers. The company has been working with an approximate of thirty-five thousand suppliers, who are both indirectly and directly (Rowlinson, 2002). This paper transcends a discussion as per the case study of Cadbury through an analysis of its how it applies its organizational metaphor, its psychological contract, its corporate culture, and its relationship with its workers. Additionally, the paper will outline the organizational and structural history of the company and a discussion of its people transformation as well as process transformation. Morgans Organizational Metaphor Gareth Morgan was able to come up with the images of an organization, which are important so as to develop a deeper understanding of any company (Cornelissen, Oswick, Christensen others, 2008). The organization is usually based on various basic metaphors that include: Organization as a Machine: it is the foundation of what is referred to as Taylorism and is the most simplistic form of metaphor. The ideas that are associated with this include order, standardization, the source of power, efficiency, measurement, control, breakdowns, and repairs. Organization as brains: its emphasis was to describe the complex activities and tasks that are carried by the organizations. Brains normally come up with thoughts and ideas, and store data that is usually made available when it is being required. Ideas that are associated with this metaphor include learning, mindset, feedback, processing, intelligence, networks and knowledge (Inns, 2002). Organization as a political system: the concepts that are associated with the metaphor are rights, interest, backroom deals, censorship, alliances, hidden agenda, interests, and party-line. Organization as a psychic prison: the metaphor analyses on the importance for managers to identify changes so in an attempt to get full support in the implementation It creates a suitable environment for innovation and viable changes. Organization as organisms: just like the organisms, businesses usually operate in delicate ecology that is associated with many interdependencies. It enables businesses to be keen on the changes taking place in the environment. Organization as culture: it is associated with ideas such as values, society, laws, ideology, history, beliefs, rituals, service, mission, and vision. Organization as an instrument of Domination: is where the themes of social costs, oppression and sweat-shops are found. It is associated with ideas such as the imposition of values, ego, defense mechanisms, exploitation, corporate interests, charisma, and compliance. Organization as System of Change and Flux: it deals with various aspects such as entropy, dissipation, stability and creative destruction. It is the market-leading metaphor. Application to the Cadbury Company The Organizational Metaphor that might be applied to Cadbury before the merger is the one for the organization as a culture. It started in 1824 when the company was still a shop selling tea and coffee. The Cadbury family belonged to a non-conformist group of religion referred to as Quakers. They had a strong belief about various pressing issues such as alleviation of poverty and social justice. Since the Quakers were barred from various training institutions, this might be a good reason for the flourishment of the company even before the merger. The employment strategy that was used at the time was mainly associated with the Quaker traditions. The company prevented married women from working for them, which was according to the view of the managers who stood for what they believed. Changes to the term of employment began to be viewed differently in the 1940s when the shortage of labor led to the removal of the restrictions on women in marriage at the company. The effect of this was that it hindered technological advancement since the women labor was cheaper compared to that of men. Between the 1960s and 1970s, Sex Discrimination and Equal Pay Acts were enacted that led to the increased cost of female labor. Cadbury was forced to embark on the process of mechanization. The other organizational metaphor that was used after the merger with Schweppes in 1969 was that an organization as a psychic prison, which was engaged in changes. The company had to employ engineers and tradesmen to the company directly. The contracts with the trade unions and local crafts prevented Cadbury from entering into outsourcing contracts of any development, designing and engineering work. The merger was a cause of the radical change for the company, where the company was provided with access to a wider market throughout the world. New products were discovered and revealed to the market. It was later followed by radical changes in the way the company was managed, where the company management system had to be reorganized, and redundancy notices were offered to the unwanted employees (Morland, 2009). Psychological Contract The psychological contract is a relationship between the employers and the employees, which is concerned with the mutual anticipations of inputs and outputs. The contract ought to be understood by both sides. The contract is characterized by terms such as trust, compassion, respect, empathy, objectivity and fairness. The other meaning that is found in Economics and management is that the psychological Contract is unwritten expectations that an employee normally have towards the employer (Zhao, Wayne, Glibkowski others, 2007). Employees attitudes that include faith, enthusiasm, trust, commitment, and satisfaction normally depend on balanced and fair Psychological Contract. When the contact is regarded to be unfair or broken, then the vital intangible ingredients of the good performance of the organization can disappear. It worth to note that the contract normally contains some important things such as job satisfaction, the commitment to the employee and the quality of the conditions of work and the working environment. The contract will be regarded as being fair and balanced when the employee is satisfied with the job, works in good working conditions and is committed to the organization (Coyle?Shapiro Kessler, 2000). Cadburys Approach to the Welfare of the Workers The company acquires a 14-acre site that was near river Bourn, which was intended to be used in building the premises that will be used to improve the social welfare of the employees. The aim of the project was to manage the estates and housing to the highest possible standard for all the residents, to encourage the residents to share the decisions that were affecting their communities and promoting housing of good quality (Ribeiro, 2013). The company engaged itself in the employment of women without any discrimination. However, the company dismissed the female workers after their marriage. The decision behind this was based on the managerial point of view. The company had to practice work segregation, where men were assigned to capital-intensive jobs and females were commonly concentrated to labor-intensive processes. The capital-intensive work includes machine minding, checking the existing quality of processes and ingredients and mixing of the products. The labor-intensive processes include packaging and wrapping work. Cadbury saw sex segregation as morally important, which facilitated the efficiency of the work (Dahya McConnell, 2007). The company established the Sick Pay Scheme in 1902, whose maximum benefits were supposed to be nine shillings for the women and twelve shillings for the men, which were made for a week. The company went a point further to come up with a pension fund that was for the men, commonly known as the Mens Pension Fund. The move was to improve the welfare of the male workers after their retirement, but it was mainly done for business purposes in an attempt to do away with the aging workers whose efficiency was waning (Robertson, 2009). When the board of the company was made aware of the girls who were not to their expectation, some recommendations were brought up by the board that includes: Only engaged girls are to be allowed to live in their homes. The girls who were over twenty years were not to be engaged. A medical examination was to be carried out, and the doctor was to reject those he/she doubted about. It was agreed that some hardship would be inflicted to make them work efficiently. The company also had an apprenticeship scheme that provided technical training young men and boys. In 1921, girls got their own department of training with the required resources to help the training process. Application in todays business Some of the features that have been used by Cadbury in its first existence are also applicable today. The first one is the Pension Funds, where employers are also involved in making contributions for their employees so as to enable them to have enough funds after their retirement. The Pension Funds that are used today are both for the males and females, which is different from that of Cadbury that was mainly for the men. The other one is the Sick Pay Scheme that is used today by employers so as to ensure that the health of the employees is well protected and any disorder of the body is dealt with in the fastest way possible. The provision of housing facilities is another strategy that is used in todays business world. The facilities are normally offered so as to enable the employees to be close to the working station and help them with the burden of searching for houses that will be suitable for the type of work. Cadburys 19th and 20th Century Organizational Culture The corporate culture of Cadbury is normally summarized by the identification of the distinctive policies of labor management. The development of the labor-management of Cadbury that is derived from religious inspiration of the Quaker. The company came up with five management institutions that were in response to the temporary social pressures instead of the Quaker inspiration. Later, the institutions were handed with a particular meaning that was associated with the Cadbury familys religious beliefs. The invention of the corporate was able to give the firms a specific identity which was able to set it apart from the Britains general unrest (Booth Rowlinson, 2006). According to Brooks (2006), the motivation of the employees is usually influenced by the organizational culture. In cases where the high practices of bureaucracy, the employee motivation is less when categorized in terms of job satisfaction. When the high context of collective culture is practiced, where the norms of the employees are respected then there are high cases of motivation, with the individual behavior having a positive a positive effect. Cadbury had to come up with their culture, which was related to the religious beliefs of the Cadbury family. The culture was bureaucratic hence affected the motivation of the workers, hence the overall efficiency and productivity for the company. The subordinates were expected to match their performance with the expectations of the leaders (Brooks, 2006). The organizational culture also affected the style of leadership, who are the main actors in the establishment of the companys culture. During the time between 19th and 20th century, the leadership of the Cadbury was based on the culture of the Cadburys family. The expectation of the family was that the subordinates would follow the orders that they present to them. It normally results in bureaucracy and inflexible style of leadership. As pointed out by Brooks (2006), the style of leadership normally takes different forms depending on five scopes of the national culture. Furthermore, he explained that a low power organizational structure, it is usually easier for the employees to be able to communicate to their leaders who define the democratic style of leadership, on the other hand, an organization that is high power, there is a possibility of associating it with autocratic leadership (Mullins, 2007). Cadburys Structure and Culture After 1969 The merger came about due to increased globalization and competition in the market for the confectionery products. The market was provided with a wider market variety all over the world and ranges of the product were complementary. The organization of the work was also changed, where the engineers were moved very close to the sites of production. The career structure becomes to change so as to accommodate the changes. The capital investment allowed the company to use the process of outsourcing. After a series of negotiations between the company and engineering unions, an agreement was reached that was called a no redundancy policy (Bansal Bansal, 2014). The flexibility agreements of the workforce were abandoned on the line of production and job demarcation was slowly eroded. The company was forced to become more entrepreneur so that it could grow and survive. Diversification into different new lines brought about structural changes within the company. A new committee was formed that had to deal with various issues of the company which was then reported to the main board of Cadbury (Hemingway Maclagan, 2004). The multidivisional structure was able to succeed due to the removal of the executives who were responsible for the entire organization, hence allowing the committee to practice long-term appraisal and planning. The executives were ready to be removed from the daily running of the company since it helped to reduce their commitment to their traditional culture. The cultural changes of the company are as a result of the changes in leadership, where it is seen that even Adrian Cadbury who was an advocate of diversification, was not ready to challenge the culture of Cadbury (Luna-Reyes, Zhang, Gil-Garca others, 2005). The Socio-technical System approach stands for harnessing the technical aspects and people aspects of the structure and processes of the organization, so as to achieve the joint optimization. The socio-technical system of training and consulting involves the following: People Transformation Leaders and team pay attention to building discipline and flexibility. There is a demonstration of a high level of interdependence and trust among the members of the team. They tend to seek improvement in the performance by analyzing and monitoring the processes. Furthermore, being able to solve the problems on a regular basis. As such, it is conclusive to assert that Cadbury is one of the companies in which employees have a transformation in case of securing an employment with the company. Process Transformation The organization is able to develop a focus that defines the main processes of business and installing a system that helps to empower the team. The mythologies of transformation help to bring about innovation and helps in achieving good results (Smith, Fox, Ramirez, 2010). Differences between the pre-merger and post-merger organization Cadbury culture was observed in the pre-merger period, but it was abandoned in post-merger period. The operation work such as planning and appraisal was done by a committee that included the executives in the pre-merge period, on the other hand in the post-merge period the committee did not include the executives. 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