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.
[...] This section also provides methodology used in this report Profile of EEC Engineering Contracting Company LLC (ECC) is a Dubai based company engaged in civil works construction. It was established in 1974 with the vision of providing the Gulf region with the highest quality service within the civil works construction industry at a cost-effective price with the shortest possible time. It is ISO 9002 certified company which undertakes projects for unlimited storey construction and fully equipped with modern IT systems, construction machinery & equipment, manpower, a large fleet of communication etc. [...]
[...] The strategy of the management has succeeded and it is well known in the industry that ECC has honest employees and the company maintains its integrity SWOT Analysis Based on the above analysis, the SWOT Analysis for ECC is done below: Strengths: Weaknesses: A history of success for over Difficulty in maintaining a three decades uniform corporate image Well communicated corporate Power is not delegated to the values bottom Formal structure Large span of control Clear line of authority Lack of innovation because of More time for top management high formalisation for strategy formulation No leadership qualities in Significant authority to the divisional managers divisional manager Decentralisation Power do not lies in only one person (presence of board of directors) Good leadership qualities in the CEO Team working spirit Learning organisation Opportunities: Threats: Over the counter training and High turn-over rate due to development programmes increasing opportunities in Collaboration with other labour market industry players and Disparity among employees due to educational institutions emiratisation policies of the Increased employee rights and government welfare Decreased employee motivation due to increasing cost of living Section four: report to the management on change management issues This section discusses the change options on the basis of the above analysis and recommends on how the change should be carried out Options for Change Following weaknesses were found in the current OB environment of ECC: - Lack of flatter structure - Difficulty in maintaining a uniform corporate image - Power is not delegated to the bottom - Large span of control - Lack of innovation because of high formalisation - No leadership qualities in divisional managers To remove the above weaknesses is the only option available for ECC. [...]
[...] y Agree the organisation. present i.e. top down and bottom up. y Agree near perfect. structure. making. e responsibility of their decisions. majority of the employees. learning of the employees. y Agree employees to learn at work. opportunities provided by the organisation. y Agree Advantages Disadvantages Pooling of specialists enhances Differences in functional area coordination and control orientation impede Centralized decision making communication and coordination enhances an organizational Tendency for specialists to perspective across functions develop short-term perspective Efficient use of managerial [...]
[...] - 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. [...]
[...] At ECC, the span of control is usually large as the total number of employees is 8,000 and each supervisor needs to direct a large number of employees. Regarding the fourth element of organisation structure, formalisation is the degree to which jobs are standardised. At ECC, jobs are highly formalised and employees need minimal directions from their supervisors. Each employee has been given a specific set of task and roles and the roles are clearly identified in job descriptions. The job-behaviours are programmed according to the job descriptions. [...]
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