'XYZ Construction Case Study\r'

'The organization was transformed when better carrying into action was achieved through and through with(predicate) the lead from the untried Managing manager. The operation, kitchen-gardening and structure of the organization were transformed to achieve the goals of the tonic Managing music director. The construction labor deep down which EX. face operates in, is super competitive, aggressive and at clock times, hostile. Conflict amidst contractors and subcontractors occurs frequently, oft requiring litigation to resolve the disputes. The hostile environs was reverberate by the relationships within the organization under the causation Managing Director. on that point atomic number 18 four sections in the report; the outgrowth section volition address the effect to which EX. social organisation adopted the culture-excellence come on during their innovation process. This is pastime by the evaluation of the subway system experienced during the transformation and the habit of a sore charge style by the incoming Managing Director. The last section presents examples of transformation in a South Afri ordure context. 1 consequence to which EX. adopted the Culture †justice access code The nestle to transfer management is identifying and managing processes produce to make organizations more competitive and correct performance. transplant Management processes argon cerebrate on internal processes within an organization, and they win solutions to encourage management achieve their trueness to change and remedy productivity with the least resistance (Strop, 2005). There atomic number 18 many antennaes to change management highly- wear outed and the report will utilize the three approaches depict by Burners, 2009. 1. 1 The three change approaches There ar three approaches that have towerd the westward managerial thinking since the asses namely; the Culture †chastity approach, the JapaneseManagement approach and t he organizational Learning approach (Burners, 2009, p. 99). The approaches are briefly described below: Culture †Excellence speak to There is a vast sum up of literature presented on this approach nevertheless; the signalize contributors to the culture-excellence approach are Peters and Waterman, ride horseback and expert. The of import components from separately contributor are briefly highlighted. Peters and Waterman They developed eight authoritative attributes that organizations need to demonstrate if they are to achieve excellence, namely (Burners, 2009, p. 102): A bias for bodily process Closeness to the guestAutonomy and entrepreneurship Productivity through people Hands-on, prise driven Stick to the knitting Simple form, proclivity staff Simultaneous loose-tight approach Canter Rosetta Moss Canter developed the post-entrepreneurial model, which highlights how organizations in future, should operate. Her model describes three strategies that post-entrepren eurial organizations must pursue: Restructuring to find synergies Opening boundaries to form strategic exclusivelyiance Creating ventures from within: encouraging innovation and entrepreneurship Handy Handy is a British theorist who contributed to the publication of refreshing organizational arms.Handy identified three generic wine types of organizations. He argued the following organizational forms will dominate in future: Shamrock Federal triple I (Intelligence, Information and Ideas = Added Value) Japanese Management court The Japanese management approach was captured by Ouch, McKenna, pang and Oliver and many separate contributors. The contributions made by the above theorists are briefly described below. spue William Couch believes that organizational success stems from the following (burns, IPPP): The involvement and commitment of the entire workforce.A set of internally consistent norms, practices and behaviors ground on trust and strong personal ties between the individual and the organization, get goingicularly their immediate work group. Practices such(prenominal) as lifetime employment, slow evaluation and advance and collective decision-making. The belief that workers want to build co-op and close works relationships. 5 McKenna McKenna believes that the central elements to organizational success are (Burners, 2009, p. 135): Lifetime employment, The seniority rationale with regard to pay and promotion, Enterprise unionism thrust and OliverPang and Oliver agreed with McKenna however believe that the additional elements to organizational success are (Burners, 2009, p. 135) : Training and education. Company-based welfare schemes. part Circles. Manufacturing methods such as Just-in-Time production. Organizational Learning Approach Organizational learn â€Å"describes attempts by organizations to become training organizations by promoting information in a conscious, arrogant and synergistic fashion that involves everyone in the organization” (Burners, 2009, p. 146).Sense developed 5 interrelated disciplines that organizations require to encourage and template learning and success. The 5 disciplines are listed below (Burners, 2009, p. 148): own(prenominal) mastery †individual growth and learning. Mental models †profoundly ingrained assumptions that affect the way individuals think near people, situations and organizations. Shared visions †the development of a common construe of the organizations future. Team learning †the shift from individual learning to collective learning. Systems thinking †the ‘Fifth Discipline that links the others unneurotic and which, he argues is missing in most organizations. Cummins and secular in 2001, identified three levels of learning, designed to supporter organization to move from an adaptive to transformation learning level. The identified three levels are listed below (Burners, 2009, p. 149): direct I aim II †Single tat learning †Double loop learning Level Ill †Triple loop learning 1. 2 Adoption of the Culture †Excellence Approach The following section evaluates the extent to which EX. Construction has adopted the culture-excellence approach in its organizational transformation process.The impact of for apiece one set-back has been discussed separately as these are world-shattering events within the process. Customer do programmer The modern Managing Director identified an opportunity to meliorate the organizations performance by ameliorate proceedss delivered to guests. The construction industry is hostile and aggressive, however through a customer case programmer, the Managing Director believed that positive relationships can be built which would benefit both the organization and customers.Based on the attributes developed by Peters and Waterman listed above, the organizations customer care programmer will allow them to be impending to the customer. The programmer was initiated with a few secernate managers and a few key customers. The programmer is a miniscule part of the transformation of EX. Constructions culture and the way they do business. The programmer meant that the initiating key managers had to develop and display skills of in effect(p) communication and build relationships with key customers.The initiative develops managers by ensuring they adopt a more hands-on approach in the organization, share experiences and pass on intimacy and information. The customer case programmer is a seduce indication of how EX. Construction has adopted the culture-excellence approach in its organization. Awaken Initiative The Japanese developed a business ism, awaken, which translates to change for the better (Investigated, 2014). This business philosophy focuses on the continuous approach involving all employees of the organization.This initiative is based on all three of the approaches and it all the way originates from Japanese management appr oach. This approach and the implementation of the minuscule awaken initiative at EX. Construction will enable organization learning to take dis hind end along with a culture change of employees and managers working together. The bleak Managing Director communicated his commitment to the initiative, Hereford all employees are collectively working together to hold in the success of the initiative..The culture change brought about by the initiative, develops managers confidence to delegate work without feeling jeopardise by subordinates. This leads to staff being empowered by a higher sense of responsibility succession developing skills. Partner initiatives in the Industry The antecedently hostile construction environment is changing to the extent that contractors and subcontractors are attempting to build relationships and partnerships sort of resolve disputes through litigation. The new Managing Director however, identified a fault in the organization that required attention in order to build successful external relationships.Hiss learn was that relationships that needed to be built externally could non be achieved if internal relationships and communication skills were not developed. inner(a) relationships are required to ensure that managers and employees are stress to achieve the very(prenominal) goals with similar techniques. Successful relationships and strategic alliances with contractors and sub-contractors will go forth in increased organizational performance. This approach encourages new ventures from within the organization through an innovative working environment.By collectively working together, new ideas and ways of improving the organization can be developed. 8 General From the above three initiatives taken by the new Managing Director, it is evident that the culture-excellence approach has been significant in the transformation of EX. Construction. The transformation includes aspects from the Japanese and Organizational Learning a pproaches. The new Managing Director puts a clutch of emphasis on the empowerment of employees, developing new skills and training. In addition to the above, he also utilizes part of the Japanese Managements Awaken approach I. E. Mailer incremental improvements that are made continuously. This is evidenced through the implementation of each initiative at intervals rather than all at once. The transformation of a large organization, such as EX. Construction, is a long- term project as organizational culture and operational changes often take time to change. Another example of how the new Managing Director adopted the culture-excellence approach is through the use of a co-occurrent loose-tight attitude. This is where the manager allowed a â€Å"loose” working environment, however the need to achieve the performance free was arrive at.This approach allowed for positive culture and behavioral changes to take place without losing focus of the organizations objectives. Based on the above evidence, the transformation of EX. Construction clearly adopted aspects of the culture-excellence approach to in effect achieve its objectives. 9 2 Reasoning for little opposition/resistance from staff The appointment of a new managing director who has a different leadership style ill almost always exploit about change within an organization. Organizational change is not always easily accepted; or so reasons for resistance to change are listed below (Yuk, 2013, up. 192): motley is not necessary Change is not practicable Change is not cost effective Change would cause personal losses Change is conflicting with values Leaders are not current(p) Resistance to organizational change is a inseparable reaction to those who want to protect their self-interests in the organization. However, it is clear from the case study that the employees of EX. Construction showed little resistance to the change implemented by the incoming managing director. The immemorial reason that change was welcomed was due to the former Managing Directors management style which was not widely accepted in the organization.Employees affrighted him and it was not acceptable to speak openly and honestly. Employees were alive(predicate) that this behavior was often counterproductive, and created a negative result with the former Managing Director. As the newly appointed Managing Director had previously worked at the organization, he was aware of certain of the issues and concerns of the employees. The experience gained from irking at other companies, and the reputation he built from his career prior to returning to EX. Construction ensured that the employees had faith in his leadership ability.The new Managing Directors first step in developing relationships with managers and employees was to incorporate key employees into Senior Management Team activities. His actions made it clear that he was willing to retain the current workforce and promote from within the organization. This created a positive environment which encouraged employees to work harder and produce results Employees and managers id not fear loss of employment with the new Managing Director, but rather felt included in the decision making process.The new Managing Directors attitude and actions were clear and concise which intercommunicate the problems within the organization. His actions were collectively moving in the same direction, to achieve a clear goal of improving internal and external relations and improving the organizations performance. He correctly identified problem areas such as relationships, communication and the structure of the organization. An incorrect diagnosis of the problems within an organization may exult in incorrect changes being implemented, which can lead the organization into collar disarray.The new Managing Director identified two crucial activities to be performed in conjunction with each other to enable the transformation of the organization. The two acti vities identified were: To inform new practices and techniques to improve service to customers and thus improve the organizations performance. To change the attitudes and behavior of employees By identifying the two activities above, the new Managing Director identified crucial steps to improve its performance. Only through improving services to customers can the overall organizations performance improve.A satisfied customer is credibly to return and recommend the organization to others. This is directly think to the growth of the organization. The new Managing Director is aware that to provide better service to customers, the employees will have to develop and learn new practices and techniques to ensure superior service quality is provided to customers. The implementation of the second activity is full of life to the success of the overall goal of improved customer relationships. The employees and managers attitudes and behaviors are to be transformed to ensure the better(p) results are achieved.Employees and managers who were unhappy under the former Managing Director are more willing to bandage to the recommended changes. The willingness to adhere also stems from the approaches presented being feasible and there is no fear for loss of employment. The changes bring new opportunities for employees and managers to develop in their current roles and possibly grow into new roles. The potential positive outcomes as a result of these changes are a contributing factor in the lack of resistance experienced by the Managing Director.\r\n'