Construction Case Study Essay

immunity to musical arrangemental sort is a natural re bring through to those who want to protect their self-interests in the placement. However, it is take a shit from the case study that the employees of XYZ wrench showed little resistance to the switch implemented by the incoming managing director.The primary reason that variegate was welcomed was receivable to the former Managing music directors counselling style which was not widely accepted in the organisation. Employees fe bed him and it was not acceptable to speak openly and honestly. Employees were advised that this conduct was often counterproductive, and created a negative impression with the former Managing conductor. As the refreshedly appointed Managing coach had previously worked at the organisation, he was witting of certain of the issues and concerns of the employees. The consume gained from working at other companies, and the reputation he built from his c beer prior to returning to XYZ Construction hold ind that the employees had faith in his leadership ability.The vernal Managing theater directors first step in proveing relationships with managers and employees was to incorporate secern employees into Senior Management Team activities. His actions make it behave that he was entrusting to retain the current workforce and evoke from in spite of appearance the organisation. This created a incontrovertible environment which encouraged employees to work harder and mature results Employees and managers did not fear loss of employment with the fresh Managing managing director, but instead felt included in the decision making process.The new Managing Directors strength and actions were clear and concise which addressed the problems within the organisation. His actions were conjointly moving in the same direction, to achieve a clear aim of improving internal and orthogonal relations and improving the organisations performance. He correctly identified problem area s such as relationships, converse and the structure of the organisation. An false diagnosis of the problems within an organisation may result in improper transforms being implemented, which scum bag lead the organisation into complete disarray.The new Managing Director identified two all-important(a) activities to be performed in conjunction with to each one other to enable the transmutation of theorganisation. The two activities identified wereTo introduce new practices and techniques to improve gain to guests and thus 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. Only through improving services to customers nominate the boilers suit organisations performance improve. A satisfied customer is likely to return and recommend the organisation to others. This is directly linked to the ripening of the organisation. The new Managing Director is aware that to provide better service to customers, the employees pass on have to weaken and learn new practices and techniques to ensure superior service quality is provided to customers.The implementation of the second activity is critical to the success of the general 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 unhappy under the former Managing Director are more willing to adhere to the recommended changes. The willingness to adhere also stems from the access codees 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 irresponsible outcomes as a result of these changes are a contributing gene in the lack of resistance experienced by the Managing Director.The cost effectuality of the changes implemented also contributed to the lack of resistance from employees. The new Managing Director introduced asmall-scale Kaizen computer programme. The programme was introduced with the four goals namely (Burnes, 2009, p. 162) Improvements could be achieved on a quick low cost/no cost basis publicise teamworkBuild managers confidence such that they can depute workEmpower staffThe 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 initiative. This eradicates any confusion regarding the implementation of this change, and strengthens the buy-in of employees and manager.3 Introducing a new forethought styleThis section will discuss the following direction and to what extent I agree or disagree with the statement the new Managing Director has not changed the agri civilization of XYZ Construction but has merely introduced a new management style.3.1 Organisational CultureTo understand the statement clearly, the edge organisational culture needs to be delimitate and understood. Organisational culture is defined as thecollection 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 style of XYZ Construction changed from an autocratic 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. tyrannical leadership is an extreme form of transactional leadership, characterised by a manager who makes decisions on his own without input from colleagues. This type of management style has the advantage that de cisions can be made quickly and efficiently, however this approach is not commensurate in all organisations and is limited in its application. The disadvantage of this approach is that it leads to high school 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 promote company. The parent companys view was that the company was underperforming due to the poor management and lack of cooperation within the organisation. Once the former Managing Director retired he was replaced 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 necessary operation, culture and structure changes in the organisation. A Participative management style is character ised by managers that use various decision procedures that pull up stakes other people some influence over the leaders decision (Yukl, 2013, p. 115). This is clearly displayed in the New Managing Directors action of inclusion of key employees who were not directors to participate in Senior Management Team. This action has a world-shattering impact on relationship building within the organisation and an impact on the structure. The organisation under former management was gradable conscious which hinders the developingof 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 taken place in XYZ Construction under the new Managing Director, however this was achieved by the change in the managerial style instead by changing the culture.The new Managing Directors participative managing style, has allowed for a cultur e 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 initiatives 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 nigh 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 meet 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 entropy African context southeast Africa as a country has been transforming during the post-apartheid regime. T he most significant transformation that is currently taking place in organisations is the implementation of various BBBEE initiatives, one of which is to accession in females in the workplace. The BBBEE initiative focusses on reconciling indiscretions of the past and allowing for the workplace to be balanced establish 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. whichappointed Ketso Gordhan as the new CEO 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 stage 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 organisation. The cement industry had faced a study fall in sales during the financial recession coupled with belligerent forces. These factors had started to be addressed by the former CEO with the goal of evolution the avocation and earning a significant portion of profits through trading trading operations in Africa (Allix, 2012).It was at this point that Ketso Gordhan was appointed with the crucial task of outgrowth 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 salve current operations in South Africa to operate efficiently (keep the home fires earnest) (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 well as through the acquisition of PPC Ltd . shares summing a total of R30 million (Shevel, 2014). This action indicated internally and externally 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 unvariedinteraction with employees and managers. This once again reinforces his ideas and motivation in the workplace.Earlier in 2014, Ketso Gordhan subjectd his recompense by R1m in an effort tosupport the step-down of salary gap between the highest and the worst paid employee in the organisation. He took grievances from the lowest paid employees and acted to resolve the items. He approached the top 60 managers, request whether they would volunteer their ontogenesiss to be distributed to the lowest paid employees. This approach enabled the organisation to increase 1 200 of the lowest paid employees salary by R10 000 per category and an interest related increase later in the year (Shevel, 2014).This initiative received great response 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 times the lowest paid employee to 48 times with the clear goal to reach 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 large economic gaps that exists. The actions of Ketso Gordhan are an encouragement to curse 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 development at a faster rate. Ket so 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 Care, 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 between the cost of living and salaries of lower-level employeesSubstandard accommodate and access to housing for some employeesEffectiveness of first-line managers and team membersIndividual development plans and organisational climate initiativesImproving the perception of employees in terms of job cheerThe philosophy is aimed at not only improving the internal environment but also the external environment of the organisation, such as the avail in providing housing for employees. The approach is very fitting in the South African context.ReferencesAllix, M., 2012. Ketso Gordhan to replace Paul Stuiver at PPC. Online acquirable 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 salmagundi. 5th ed. Essex Pearson Education Limited. Hasenfuss, M., 2013. PPC chief Ketso Gordhan splashes out on cement houses 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. Ketso Gordhan Laying the foundations for a fairer workplace. Onli ne 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. leadership 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.