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Caledonian LLC Case Study

1362 Words6 Pages

Organisational setup is a complete pyramid of the operations or actions that are embraced by a firm in order to attain their set targets viably. However, an organisational system involves all-important leadership style, business environment, values, and other imperative thing that influence the business reputation. It is noted that leadership is considered as a vital factor for every organisation either it is a manufacturing business or service for the reason that they are responsible for the success and failure of a business. On the other hand, the organisational culture is another important factor that needs to be considered by the top officials in order to assist their workers to perform their part viably. Employees are considered as an …show more content…

However, Caledonian is the medium sized construction firm that usually works on the projects given by the clients. The company was originated in 2000, which concentrate on the distraught property rehabilitation. Furthermore, the company has the leader that is responsible for motivating and guiding all the workers towards the success of the project. Due to the clients requirements the organisation impose change within the organisation that had affected their performance in a pessimistic manner. For that reason, the basic aim of this paper is to assess the effect of change administration on success or failure of the projects inside Caledonian …show more content…

The most significant theory that must be considered is as follows:
Kotter’s Change Management
Nowadays, due to the technological advancement and increasing competition organisations are quite keen to alter their strategies as per the requirements and necessity that might require imposing change within their firm as well. For that reason, the experts propose different models in order to assist the association to impose change successfully and Kotter’s Change Model is considered as best that should be considered by the organisation at the time if imposing change. However, the Kotter’s Model comprises eight key elements that are as follows:
• Increase the urgency for change
• Build a team dedicated to change
• Create the vision for

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In 1968, and MacDonald & Owen Company started their company. Archie Macdonald, who already was very successful in the lumber company business decided to take a risk and start his own company Mr. Macdonald built his company upon” high-quality and unbelievable service” that is still the drive of MacDonald & Owen today. “Profits will come if you just do it right”, is a quote that is used with MacDonald & Owen’s employees and this slogan continues to dictate all business transactions with the company’s customers and vendors alike. In 2001 leadership of MacDonald & Owen was fully turned over from Archie MacDonald to its current owner, David Twite.

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Change can alter the normal routine of the workplace hence creating chaos. Organizational change can aid in improving the image of the organization, promoting efficiency and improve on the competitiveness of the organization (Schein, 2004). The manager can function as a trainer by helping the members of the organization to learn how to utilize the data to be used to promote development. He or she can help the members of n organization to acquire a new set of skills to help solve future problems of the organization.

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When James Madison drafted the Bill of Rights, he wanted some of the provisions to apply to both the states and the federal government, but the “states would not have ratified the document [Bill of Rights] had the limitations been seen as proscribing state action,” (Scheb, 28). As such, the first amendment reads: “Congress shall make no law…” (First Amendment). In other wordas, the Bill of Rights only provided protections from the federal government—the only government with a “Congress. The states could bypass these restrictions, and many did until the Incorporation Doctrine began to take shape after the Civil War.

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A man by the name of John Kotter, developed what is referred to as Kotter’s 8-Step Change Model. (Schmidt & Brown, 2012). This model can be utilized when organizational changes are implemented within a healthcare setting. The first step is to create a sense of urgency. Kotter stated that for any change to be successful, 75 percent of the company’s management team needs to be on board with that change.

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The organisational culture is a set of certain assumptions, values, and norms being shared by the members within an organisation. Employees are informed about the importance of an organisation through the values helping in increase of organisational effectiveness. The culture is also known for performing different functions within an organisation. The organisational culture has influence on the organisational behaviour and other aspects of management that are important to understand for management (Bell & Smith, 2010). For this reason, the purpose of the paper is to provide the analysis of organisational culture, management practices, motivation and performance, group dynamics, and conflict management within Tesco.

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A change can occur at any stage of a construction project. According to Thomas and Napolitano [2] and Ibbs [3], causes for change orders vary greatly, thus making the task of change management difficult for most clients. (Leonard et al). 2.2 Basic of change “A change is defined in literature as “any deviation from

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Hence, leaders need to be prepared and manage readiness to the alteration by making an environment of honesty and transparency for their team as a successful implementation of the change is unlikely. Employees must be part of the change hence, they must to be told about the requirement of the change and be given a reward to motivate to embrace the change. If change be accepted by all recipients it can be implemented quickly and effectively. The leaders’ attitudes and behaviors have both positive and negative alterations on the change success. Therefore, leaders of organizations need to try and develop a more framing and shaping behavior, adding skills on themselves to change and motivate the subordinates towards the embracing the change.

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The group is unable to identify how thorough the assessment was or if it considered all levels of the organization; as most of the results spoke to the financial aspect of the organization. While the financial position of an organization reflects the performance of the organization it does not indicate the problem but rather it is the result or effect of some underlying issue. Consequently, the first critique or problem identified with the framework for change management utilized by TTPOST is the needs assessment process. The information presented suggest that a solution was selected and applied before the root problem was identified and without first collecting the evidence about the gaps and causal

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Thus, it is analysed that change is not hindrance to work progress and advancement. It is but an opportunity to exceed what is expected

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