Organizational behavior and change management at engineering contracting company LLC

Résumé du document

This report discusses the organisational behaviour and change management issues of Engineering Contracting Company LLC (ECC); a Dubai based civil works Construction Company. It is a large company with a good success record and handsome profits. The report undertakes the analysis of the organisational structure and culture of ECC, highlighting its positive and negative points, recommending changes in the current structure and culture and issues of change management. The report is mostly based on the secondary research including books, journals, magazines, web sites etc. as The Researcher worked in the ECC which has enabled him to use his personal knowledge and observation in this report. A survey was also undertaken in which 30 employees of EEC were surveyed and the findings were incorporated in the report. The report makes the recommendation on the basis of the findings of the analysis.

Extraits

[...] Organisational Structure: The structure is divisional in ECC and it has been discussed above in detail. Power Structure: The power structure of ECC is based on the Board of directors and the CEO is responsible to the Board. The power and authority of decision making has been passed down to divisional managers and employees know that the power is scattered in the organisation and not focussed on any single point. Paradigm: ECC has made sure it gives its employees clear guidelines on how they are expected to behave and what culture is expected from them. [...]

[...] Monitoring and Evaluation - Section Five: Conclusions - References - Appendix Executive summary This report discusses the organisational behaviour and change management issues of Engineering Contracting Company LLC a Dubai based civil works construction company. It is a large company with a good success record and handsome profits. The report undertakes the analysis of the organisational structure and culture of ECC, highlighting its positive and negative points, recommending changes in the current structure and culture and issues of change management. [...]

[...] - Gouillart and Kelly's (1995) four Rs: Four Rs for strategic transformation of organisations are: Reframing (Creating vision); Restructuring (Re-designing organisational structure); Re- vitalisation (using new technology); and Renewal (creating a learning organisation) ROAMEF Cycle ROAMEF Cycle (UCELS, 2000) gives six stages of implementing change management programme: 1. Rationale (justifying the activities): The rationale behind the change management programme should be well communicated to all the employees. The biggest factors needing change will be divisional managers. They should be educated on the justification of change Objectives (defining what is needed): The objectives should be well defined. [...]

[...] Research methodology This report discusses the strategic management of Engineering Contracting Company LLC (ECC). As the Researcher works in ECC, it was easy for him to gather information and data on the organisation from company sources as well as from personal knowledge and observation. The report consists of secondary as well as primary resources. Secondary research means examining or reading about someone else's research (either primary or secondary), such as in a library.[1] Primary research, on the other hand, means conducting or doing own research. [...]

[...] Because of this structure, the top management has more time for strategy formulation. The operating responsibility has been handed down to divisional heads. Divisional managers have minimum interference from the top management. Certo (2000) defines centralisation a situation in which a minimal amount of authority are delegated to sub ordinates. Centralisation and decentralisation are two extremes of delegation. Pollock (1994) argues that potential advantages of some degree of delegation generally outweigh the potential disadvantages. The top management has provided significant authority to the divisional manager. [...]