Construction Case Study Essay

Resistance to schemeal deviate is a lifelike re proceeding to those who want to protect their self-interests in the musical arrangement. However, it is fire from the case report card that the employees of XYZ whirl showed little apology to the change implemented by the inbound managing director.The primary reason that change was welcomed was due to the excogitateer Managing conductors management air which was non widely accepted in the plaque. Employees tendinged him and it was not acceptable to announce openly and honestly. Employees were conscious(predicate) that this behaviour was often counterproductive, and created a negative impression with the former Managing film director. As the unsandedly ap arcdegreeed Managing manager had previously worked at the organisation, he was aw be of certain of the issues and concerns of the employees. The cognize gained from working at other companies, and the reputation he built from his c atomic number 18er prior to retur ning to XYZ Construction ensured that the employees had faith in his selectership ability.The new Managing directors first step in developing kinds with managers and employees was to incorporate observe employees into Senior caution Team activities. His actions make it clear that he was unforced to retain the current workforce and promote from within the organisation. This created a authoritative environment which encouraged employees to work harder and produce turn ups Employees and managers did not fear departure 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 addressed the problems within the organisation. His actions were collectively moving in the aforementioned(prenominal) direction, to achieve a clear goal of improving internal and immaterial relations and improving the organisations performance. He correctly identified problem areas m uch(prenominal) as relationships, communication and the structure of the organisation. An incorrect diagnosis of the problems within an organisation may result in incorrect changes being implemented, which can lead the organisation into complete disarray.The new Managing Director identified deuce of the essence(p) activities to be performed in conjunction with each other to enable the teddy of the organisation. The two activities identified wereTo introduce new practices and techniques to improve service to clients and hence improve the organisations performance.To change the attitudes and behaviour of employeesBy identifying the two activities above, the new Managing Director identified crucial steps to improve its performance. alone through improving services to customers can the overall organisations performance improve. A satisfied customer is likely to return and pep up the organisation to others. This is directly linked to the growth of the organisation. The new Man aging Director is aware that to provide better service to customers, the employees will have to develop and lift up new practices and techniques to ensure superior service quality is provided to customers.The implementation of the help activity is critical to the success of the overall goal of improved customer relationships. The employees and managers attitudes and behaviours are to be transformed to ensure the best results are achieved. Employees and managers who were infelicitous under the former Managing Director are to a greater extent willing to lodge to the recommended changes. The willingness to adhere also stems from the onrushes 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 perchance grow into new roles. The potential positive outcomes as a result of these changes are a contributing factor in the omit of fortress experienced by the Managing D irector.The personify effectiveness of the changes implemented also contributed to the lack of resistance from employees. The new Managing Director introduced asmall-scale Kaizen programme. The programme was introduced with the four-spot goals namely (Burnes, 2009, p. 162) Improvements could be achieved on a quick low cost/no cost basisPromote teamworkBuild managers confidence such that they can delegate workEmpower lagThe goals above are all positive resulting in the support of employees and minimises resistance to change.An additional contributing factor was the Managing Directors communication regarding his commitment to this green light. This eradicates any disarray regarding the implementation of this change, and strengthens the buy-in of employees and manager.3 Introducing a new management dashThis portion will discuss the following statement and to what extent I equal or disagree with the statement the new Managing Director has not changed the husbandry of XYZ Const ruction but has merely introduced a new management look.3.1 arrangingal CultureTo understand the statement clearly, the term organisational shade needs to be defined and understood. Organisational culture is defined as the collection of basic assumptions, values, norms and artefacts that are shared by and influence the behaviour of an organisations members (Burnes, 2009, p. 600). Organisation culture is also commonly defined as how organisations do things (Watkins, 2013). 3.2 Management StyleThe management elbow room of XYZ Construction changed from an compulsive management style to a participative style when the new Managing Director was appointed. The former Managing Director was feared by his colleagues, where open and honest relationships did not exist. Autocratic drawship is an extreme form of transactional leadership, characterised by a manager who makes decisions on his own without input from colleagues. This caseful of management style has the advantage that decis ions can be made readily and efficiently, however this approach is not suitable in all organisations and is contain in its application. The disadvantage of this approach is that it leads to high employee turnover, demotivated employees and poor performance (Unknown, 2013).The autocratic management style of the former Managing Director was not suitable for XYZ Construction and was identified by the parent company. The parent companys trance was that the company was underperforming due to the poor management and lack of cooperation within the organisation. one time the former Managing Director retired he was re driftd by a new Managing Director with the primary objective to improve the overall managerial competency and improve the performance of the organisation. The new Managing Director displayed a Participative management style, which was required for the inevitable operation, culture and structure changes in the organisation. A Participative management style is characterised by managers that use various decision procedures that allow other people almost influence over the leaders decision (Yukl, 2013, p. 115). This is clearly displayed in the New Managing Directors action of inclusion of pick up employees who were not directors to participate in Senior Management Team. This action has a profound impact on relationship building within the organisation and an impact on the structure. The organisation under former management was hierarchical conscious which hinders the development of relationship and the sharing of information and ideas. The new approach in management style results in a culture change in the organisation.3.3 DiscussionI agree with the statement, with the effect that a culture change has interpreted place in XYZ Construction under the new Managing Director, however this was achieved by the change in the managerial style rather by changing the culture.The new Managing Directors participative managing style, has allowed for a culture change. Employees and managers are able to speak openly and honestly changing the norms within the organisation. The transformation is a long-term change with endeavours rolled-out in intervals. This allows for employees and managers to acquire and develop the necessary skills and characteristics at each level before moving to the next step of the transformation. The new Managing Directors management style requires that the attitude and behaviours to be changed of both employees and managers to cope with the demands of the initiatives aimed at increasing the organisations performance. My agreement with the statement is not significant, as the new Managing Director has brought upon a new management style however the initiatives that he proposed require a change in culture. A culture change of the employees and managers supports that new Managing Directors management style.4 in the south African contextSouth Africa as a verdant has been transforming during the post-apartheid regi me. The most significant transformation that is presently taking place in organisations is the implementation of various BBBEE initiatives, one of which is to adjoin in females in the workplace. The BBBEE initiative focusses on reconciling indiscretions of the past and allowing for the workplace to be balanced found on race, gender and disabilities. There are many examples of organisations in South Africa where this transformation has taken place. An example of this transformation is in PPC Ltd. which appointed Ketso Gordhan as the new gaffer executive officer effective 1 January 2013 (Allix, 2012). Ketso Gordhans extensive experience in multiple industries such as his role as director-general in the Ministry of transport, serving in the Presidency and head of private equity in FirstRand makes him extremely capable and suitable for the position. His experience in the multiple he roles he has fulfilled has provided him with knowledge as to how to bring change to an organisat ion. The cementum industry had faced a major fall in gross revenue during the financial recession coupled with competitive forces. These factors had started to be addressed by the former CEO with the goal of growing the business and earning a significant portion of profits through operations in Africa (Allix, 2012).It was at this point that Ketso Gordhan was appointed with the crucial task of growing operations into Africa. The approach that was taken by Ketso Gordhan to achieve this goal is based on two key strategies of expanding business into Africa and to keep current operations in South Africa to decease efficiently (keep the home fires burning) (Allix, 2013). Ketso Gordhan made the goals and the direction taken very clear to ensure a collective drive from employees. His actions are the same actions taken by the newly appointed Managing Director of XYZ Construction.Ketso Gordhan made hes commitment to PPC Ltd. clear through his actions as rise up as through the acquisition of PPC Ltd. shares summing a total of R30 million (Shevel, 2014). This action indicated internally and remotely hes commitment and faith in the organisation to achieve a significant improvement in the organisations performance (Hasenfuss, 2013). Ketso Gordhans management style has brought a culture change in the organisation. The culture change has included a more hands-on approach from the CEO with constant interaction with employees and managers. This once once again reinforces his ideas and motivation in the workplace.Earlier in 2014, Ketso Gordhan reduced his wage by R1m in an effort to support the reduction of salary gap mingled with the highest and the worst paid employee in the organisation. He took grievances from the last-place paid employees and acted to recess the items. He approached the top 60 managers, asking whether they would volunteer their increases to be distributed to the concluding paid employees. This approach enabled the organisation to increase 1 200 of the lowest paid employees salary by R10 000 per year and an interest related increase later in the year (Shevel, 2014).This initiative received great repartee from employees, which was primarily attributed to the feeling that grievances were heard and action was taken. The initiative allowed the CEO salary to reduce from 120 clock the lowest paid employee to 48 times with the clear goal to secure 40 times in future. This was achieved through the decrease in the highest paid salary and the increase in the lowest paid salaries (Shevel, 2014). The initiative has an impact external to the organisation. In South Africa which currently is facing numerous problems, one clear problem in the rotund economic gaps that exists. The actions of Ketso Gordhan are an encouragement to fellow JSE-listed organisations CEO to follow suit and attempt to reduce the large salary gaps that exist in many organisations. Collective actions will enable the country to reach goals of social developme nt at a faster rate. Ketso Gordhan is a participative leader which is clear through his engagement with the organisations employees and through the initiative he has developed. He has initiated the I commission, PPC Cares programme coupled with the Kambuku philosophy in the organisation (PPC Ltd, 2014). This philosophy and initiative is aimed at addressing the following (PPC Ltd, 2014)Disparity amongst the cost of living and salaries of lower-level employeesSubstandard housing and access to housing for few employeesEffectiveness of first-line managers and team membersIndividual development plans and organisational climate initiativesImproving the information of employees in terms of job satisfactionThe philosophy is aimed at not only improving the internal environment but also the external environment of the organisation, such as the assistance in providing housing for employees. The approach is very fitting in the South African context.ReferencesAllix, M., 2012. Ketso Gordhan t o replace capital of Minnesota Stuiver at PPC. Online ready(prenominal) at http//www.bdlive.co.za/business/industrials/2012/10/11/ketso-gordhan-toreplace-paul-stuiver-at-ppc Accessed 3 whitethorn 2014.Allix, M., 2013. Safika deal to help PPC keep the home fires burning. Online Available at http//www.bdlive.co.za/business/industrials/2013/08/08/safika-deal-to-helpppc-keep-the-home-fires-burning Accessed 3 May 2014.Burnes, B., 2009. Managing Change. 5th ed. Essex Pearson teaching method Limited. Hasenfuss, M., 2013. PPC chief Ketso Gordhan splashes out on cement firms stock. Online Available at http//www.bdlive.co.za/business/industrials/2013/09/12/ppc-chief-ketsogordhan-splashes-out-on-cement-firms-stock Accessed 3 May 2014.Investopedia, 2014. Definition of Kaizen. OnlineAvailable at http//www.investopedia.com/terms/k/kaizen.asp Accessed 16 April 2014.PPC Ltd, 2014. Our People. OnlineAvailable at http//www.ppc.co.za/about-us/our-people.aspxAccessed 3 May 2013.Shevel, A., 2014. Kets o Gordhan Laying the foundations for a fairer workplace. Online Available at http//www.bdlive.co.za/business/management/2014/03/23/ketso-gordhanlaying-the-foundations-for-a-fairer-workplace Accessed 3 May 2013.Stroh, U., 2005. Chapter 3 Approaches to Change Management, Pretoria University of Pretoria etd.Unknown, 2013. lead Styles. OnlineAvailable at http//ofd.ncsu.edu/wp-content/uploads/2013/01/Leadership-Styles-1_11_13.pdf Accessed 30 April 2014.Watkins, M., 2013. What Is Organizational Culture? And Why Should We Care?. Online Available at http//blogs.hbr.org/2013/05/what-is-organizational-culture/ Accessed 30 April 2014.Yukl, G., 2013. Leadership on Organizations. 8th ed. Essex Pearson Education Limited.