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Managing Change in Organization
AssignmentTask 4-7
Task: 4(a)Applying and placing the JSP Stakeholders In The Matrix & Grid:
Placing JSP Stakeholders In The Matrix ( U.K)
DEGREE OF INFLUENCE
HIGH INFLUENCE LOW INFLUENCE
HIGHIMPORTANCE
DEGREE
OF
IMPOANTANCE
LOW IMPORTANCE
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Box A
.James Hardy .Andrew Jenkins
.Akash joshi
.Atif Mehmood
.Jennifer Gardner
.Andy Peter.Amy Myers. Mark Caine
Box B
.Daisy Jenkins
.Dave Pod . Rob Stevens
.Arthur Robinson
Box C
.Nexus Properties
.Residential clients
.Lloyds Bank
Box D
.Tina Lee
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Placing JSP Stakeholders In The Matrix ( India)
DEGREE OF INFLUENCE
HIGH INFLUENCE LOW INFLUENCE
HIGHIMPORTANCE
DEGREE
OF
IMPOANTANCE
LOW IMPORTANCE
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Box A
.James Hardy
.Andrew Jenkins.Akash Joshi.Atif Mehmood
.Jennifer Gardner
.Ranjit Parmer
Box B
.John Dep
.Nadia Din.Jean Reeves.Andrew Booth
Box C
.Commercial clients
.Lloyds Bank
Box D
.Ruth Daniels
.Jamie Tong
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Placing The JSP Stakeholders In Grid (U.K)
HIGH
POWER
LOW
LOW INTEREST HIGH
Placing The JSP Stakeholders In Grid(India)
HIGH
POWER
LOW
LOW INTEREST HIGH
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Box A
. Andy Peters
.Dave Pod.Daisy Jenkins
.Rob Stevens.Arthur Robinson
Box B .James Hardy
.Atif Mehmood
.Jennifer Gardner
.Mark Caine.Amy Myers
Box C
.Tina Lee
.Lloyds Bank
Box D
.Nexus Properties
.Andrew Jenkins
.Akash joshi
. Residential Clients
Box A
.John Dep .Nadia Din
.Jean Reeves.Andrew Booth
Box B
.James Hardy .Atif Mehmood
.Jennifer Gardner.Ranjit Parmer
Box C
.Jamie Tong
.Ruth Daniels
Box D
.Commercial clients.Lloyds Bank
.Andrew Jenkins.Akash joshi
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Task 4 (b) Justification of Stakeholder in the Matrix & Grid
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Name Designation Employment with JSP
OfferedLocation
Matrix Grid
ames Hardy Managing Director 9 years INDIA/UK
A
B
tif Mehmood Finance Director 9 years INDIA/UK
ennifer Gardner Project Director 9 years INDIA/UK
my Myers H R Director 3 years UK
anjit Parmer Marketing Director 8 years INDIA
ark Caine Operations Director 6 years UK
ndy Peters Sales Director 2 years NO Location A A
ndrew Jenkins Investor -
INDIA/UKA
D
kash Joshi Investor - INDIA/UK
aisy Jenkins Marketing Manager 3 years UK
B A
adia Din OperationsManager
5 years INDIA
ave Pod Regional Manager 2 years UK
ohn Dep H.R Manager 6 years INDIA
ob Stevens ConstructionManager
4 years UK
rthur Robinson ConstructionManager
7 years UK
ean Reeves ConstructionManager
6 years INDIA
ndrew Booth ConstructionManager
5 years INDIA
uth Daniels Assistant TrainingManager
2 years INDIA
D Cna Lee Training Manager 3 years UK
mie Tong Payroll Assistant 1 years INDIA
exus Properties(Client)
-
UK
C
Dommercial clients
-INDIA
sidentiel Clients-
UK
oyds Bank - - INDIA/UK C Note : Lloyds Banksposition is different in boththe Grids (India & UK).oo INDIA : Doo UK : C
atri Boxes
Meaning Reasons
A Stakeholders who stand tolose or gain from the project& whose actions can affectthe progress of project.
oo Mostly this box of Matrix covers Shareholders, Investors and Directors of
the company.
oo These Stakeholders and the company both are closely related with
each other, they are Decision makers of JSP because they have theirshares in JSP ( James Hardy 60%, Atif 20%, Jennifer 20%). Their profitdepends upon their Shareholding so if they will take any wrong decision itwill not only affect Companys progress but also their own profit.
oo Their actions highly influence the companys progress and their profit
depends upon companys success (mostly they are decision makers).
oo Company and these stakeholders are closely related with each other.
B Stakeholders who stand tolose or gain from the projectBut whose actions cannot
affect the progress of theproject.
oo This box involves those Stakeholders who are at the Management level.
oo Their incentives and other benefits depend upon Companys performance so
Companys success is important for them.
oo Their influence varies according to the delegated authority and position (E.g.
Marketing & Regional Managers have more authority than ConstructionManagers so they have more influence).
C Stakeholders who do notstand to lose or gain muchfrom the project But whoseactions can affect theprogress of the project.(source of risk)
oo This Box covers Lloyds bank (who gives credit) & Clients (who invest in
Properties).
oo These Stakeholders have high influence because if Bank will not give credit or
Clients will not invest in properties for JSP then it will affect effective functioningor progress of JSP.
oo Company has low importance for them because if Company will not perform
well, it will affect neither Clients nor Bank.
D Stakeholders who do notstand to lose or gain muchfrom the project & whoseactions cannot affect theprogress of the project.
oo These are least involve stakeholders in the company.
oo This box mostly covers lower level management and executives.
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Gd
Boxes
Meaning Reasons
A High Power & Low Interest-We Should try to keepthem satisfy.
oo Top level Management comes in this Box because Managers have high power
to manage the things in their particular field.
oo Although Managers have interest in the Company but in compare of Directors
they have low interest.
Note: Andy peter is the Sales Director of the company and has high power but hisperformance (targets not met) & future plans (might change sector) shows
that hedoesnt have much Interest in the project and there is no offered location for
Andy Peterbecause of his insufficient experience &performance for this post.
B High Power & HighInterest-We must keep them
satisfy.
oo This box mostly includes shareholders and directors.
oo If the Company is growing then Shareholders gain profit according to their
Shareholding so they have high interest in the Company.oo Directors are main Decision Maker in the Company, A Companys growth
depends upon their rational Decisions so they are highly involved in the
Companys success and they have high interest.oo These stakeholders are Decision Makers so they have high power in the
company.
C Low Power & Low Interest-Keep monitoring but do notmake much effort.
oo They do not have decision making power.
oo Mostly covers lower level management.
NOTE: Although Lloyds bank gives credit to JSP but because of present conditions itis
Showing less interest in giving loans/credit so in the U.K Grid Lloyds Bank isin this
Box.
D Low Power & High Interest-
Keep them informed aboutthe issues, sometime theycan be very useful.
oo These are investors.
oo They show high degree of interest in the company because their profit & lossdepends upon companys performance.
NOTE: Lloyds bank is showing positive interest in Indian property market and willingto provide
huge amount of loan for Indian property market.
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Task 4 (c) The engagement methods is to be used for identifying stakeholders
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Name OfThe
Employee
Current Position inJSP
EngagementMethod to be
used
mesardy
Managing Director
Combination ofscenario analysis
and Meeting
oo They are Decision makers of the company who develops a
number of scenario plans, analyzes the outcome and builds anaction plan like they did through the board meeting ( whetherJSP should move to India or not).
oo This method is used to monitor complex & uncertain issues,
where Decision making is generally based on non-measurablefactors and where it is important to establish a link between keystakeholders for the future planning
oo .This will help them to identify stakeholders to be involved in the
project (like they discussed in the board meeting whom theyshould involve for JSPs Indian operation and for this purpose
Matrix & Grid methods were suggested for stakeholder analysis).They can be selected by using formal and informal organisationmethod or meetings
fehmood
Finance Director
nniferardner
Project Director
my MyersHuman ResourceDirector
Formalorganizationalposition /role
oo Mostly directors are the decision makers & the employees who
are at management level are experienced so their views andopinions can be beneficial for the company.
oo Employees who have enough experience in JSP can perform in
informal way and Decision makers can discuss the project ininformal way because they are familiar with the companysworking environment. They are selected according to theirvalues, beliefs, leadership style, attitude, behavior, organization
culture, power & informal grouping (e.g. Ranjit Parmer is workingfor JSP from 8 years & his leadership skills are Excellent withexcellent performance so he can perform or discuss the projectin informal manner).
oo But the employees who have less experience will follow formal
way & decision makers will discuss formally (e.g. Although AmyMyers is H R Director but she is working for JSP only from last 3years which is comparatively less & Dave Pod has 2 yearsexperience with JSP so they will work or discuss in formalmanner).
.
oo This describes the formal and informal elements of the
organization.
anjitarmer
Marketing Director
adia Din Operation Manager
ev Pod Regional Manager
aisynkins
Marketing Manager
ark Caine Operation Director
hn DepHuman ResourceManager
ob Steven Construction Manager
thurobinson
Construction Manager
drewooth
Construction Manager
an Reeves Construction Manager
na Lee Training Manager
mie Tong Payroll Assistance
uth DanielsAssistant TrainingManager
oyds Bank Principal Banker
Meeting
They are investor, money lenders or the financier of the company.Decision makers (directors) of the company discuss the project planin the meeting with them, which can be beneficial for the futurefinancial issues of the company.
exusoperty plcotherents
Clients
drewnkins
Private Investor
kash Joshi Private Investor
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Task 5 (a)
Suitability of Matrix & Grid used for identifying appropriate stakeholders
Task 4(a) involves Influence-importance matrix and power-interest grid, which are the power tools to
identify key stakeholder, their influence, importance, power and interest in the organization. Every tool
has their strengths and weaknesses which differ from user to user. (E.g. User-Human elements Tools
people looking for result).
Matrix: An influence importance matrix shows (strengths):
oo It helps us in selecting the Key Stakeholders who are important in changing process because it
shows who has more influence and importance in the company.oo Stakeholders who are in Box A are the strongest Stakeholders, those who are in Box B have low
Influence but high importance and Stakeholders who are in Box C have high Influence but low Importance.
oo Positioning of Stakeholders in each Box shows the level of importance & influence (e.g. James
Hardy is at the top left hand corner in Box A which shows he has high influence and importance in compare of others.)
oo Importance of the company for stakeholders (how much companys progress affects them).
oo Those who are in Box D not the Key Stakeholders and we can ignore this group in Project Design
and Implementation because they are least involve Stakeholders.
Grid : A power-interest grid shows (strengths):
oo It helps us in selecting the Key Stakeholders according to their Power and Interest (e.g. Box B
Stakeholders have high Power and Interest because they are the Directors of the Company, Box A Stakeholders High
Power but Low Interest and Box D Stakeholders have Low Power but High Interest).
oo According to Power, Interest Grid those stakeholders who are in Box C are not Key Stakeholders
because they have Low Power and interest in the company so we can ignore them in Project Design & Implementation.oo Level of Power and Interest vary in each Box according to the positioning of Stakeholders (e.g.
James Hardy is in the top right hand corner of Box B then Atif and Jennifer comes which shows that James Hardy has more
Power and Interest than other Stakeholders so he is the strongest Stakeholder ).
Using these tools (matrix & grid) on regular intervals help us to understand who the Key Stakeholders
are and whom we should involve in selection or project design & implementation process so in this way it
helps in smooth decision making process.
Weaknesses :
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oo The person who is using these tools must have expertise in using them.
oo It is difficult to describe degree of influence and importance for each stakeholder in the Matrix and a
small mistake can cause adverse or negative impact on the project (e.g. Jamie Tong & Ruth Daniels are in Box D of Matrix
if we will place them in B or C in this case person who is looking for result can select a wrong person for a position which will
affect the progress of the project).
oo It is not sure that your opinions will match to that person who are looking for results (e.g. I have
placed Construction Managers in Box B although they have less influence & importance than other Managers but according
to me in the Company like JSP Construction is a major part so we should involve them in Project Design & Implementation
but the other person may think that they are not the Key Stakeholders so they should come in Box D because they have
less importance and influence than other Managers
oo Sometimes it is time consuming.
Task 5 (a) ii Suitability of engagement method used in task 4 (c)
Engagement methods used to identify the stakeholders are best suitable methods to gather or deliver
information among the stakeholders because they are used according to the power, importance,
influence, interest, structure, performance qualities etc. Following three Engagement methods are used
to identify the key stakeholders of JSP:-
1). Combination of Scenario and Meeting (Board Meetings)
2). Formal & Informal Methods
3). Meetings
These Engagement methods give some information which helps in identifying stakeholders so these are
strengths of Engagement methods. They are as follows:-
1. How Stakeholders want to receive information or want to discuss the projec t e.g. informal organization method is
used for those stakeholders who have enough experience with JSP with good leadership quality like Ranjit Parmer and
scenario analysis & meeting is used for Decision makers and strongest stakeholders who develops scenario planning for
the effective functioning of the company
2. What financial or emotional interest do they have in the outcome of work .
(e.g. Mr. James Hard -owner and MD, Atif Mehmood-finance Director and Jennifer-Project Director of the company are
attached emotionally and financially with the company and has a positive interest in change in the JSP).
3. Their opinions for organization change : e.g. Stakeholders give their opinions in the meetings (Board meetings,
formal & informal meetings) like in the Board meeting of JSP James Hardy mentioned that JSP should move to India then
Atif and Jennifer shared their opinions for JSPs Indian operation.
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4. What motivates them : Selecting a best Engagement method means best way of communicating or discussing
issues with the stakeholder. If it is suitable for him then it motivates him to present his views & he feels himself as an
important part of company.
5. Discuss Major Issues : Through Engagement methods we can discuss major issues which may arise in the
company like JSP did in Board Meeting (discussed about JSPs Indian operation).
Engagement methods used to identify the stakeholders are best suitable methods to gather or deliver
information among the stakeholders because they are used according to the power, importance,
influence, interest, structure, performance qualities etc.
Task 6 (a) & (b)
Push and Pull strategies that could be applied to JSP stakeholders to move operation to INDIA
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ame Ofthe
takeholder
CurrentPositionin JSP
Location
Offered
Sector
Experienc
e
Proposed
Designation
StrategyPush/Pul
lReasons
RequiredInformation
mesardy
ManagingDirector
India
21
ManagingDirector
Pull
oo Managing director and founder
of the company: He is strongestStakeholder in JSP (according toMatrix), has 60% shares (his profitdepends upon his shareholding)so he is the final Decision Makerand Companys progress depends
upon his rational Decisions. Hisinvolvement is essential in everyoperation of JSP.
oo Relationship with
other directors.
fehmood
FinanceDirector
India
23
Financedirector
Pull
oo Director and 20% Shares in JSP:
So he has right to present hisviews and to take Decisions withthe consent of James Hardy andhe has been responsible for all thefinancial aspects of JSP so he is amajor part of JSP.
oo He is familiar with the Indianproperty market.
oo Outstanding performance &
Leadership.
nniferardner
ProjectDirector
India
30 Project
DirectorPull
oo Director and 20% Shares in JSP:
So she has equal rights like Atifand an important part of JSP.
oo Outstanding performance &
Leadership.
oo Knowledge of
Indian propertymarket.
oo Preferred location
to work
oo Desired role
anjitarmer
MarketingDirector
India
18 Sales &
Marketing director
Pull
oo Known Market: He is familiar
with Indian property market hasproperty related contacts in Indiaand he is willing to move to India.
oo With Marketing he would be
handling Sales department alsobecause Andy Peter is alreadyunder performing so it is difficultfor JSP to appoint Andy Peter as aSales Director for IndianOperation.
oo Qualifications
oo Knowledge of
Sales
oo Desired role
oo Way of working
(formal/informal)
hn DepH RManager
India
35
H RDirector
Pull
oo He has worked as a HR Director in
a large multinational company untileight years ago so he is awareabout the responsibilities of H RDirector and Amy Myers ishandling UK operation so he wouldbe handling Indian operation as anH R Director.
oo He is interested in working abroad
at H R Director Level.oo 35 years experience in his sector.
oo
Willingness to relocate with goodpackage and designation
oo Remaining period
of retirement.oo Familiarity of
Indian Propertymarket.
arkaine
OperationsDirector
India
30
OperationsDirector
Pull
oo He is familiar with the Indian
property market so for some timewith UK property market he wouldbe handling Indian operation alsountil new experienced person is
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Push and Pull strategy is used to select JSP Stakeholders for Indian operation. In this strategy Pull indicates retaining
of staff for Indian operation and Push indicates to those Stakeholders who are not selected for Indian operation. Use
of Push and Pull strategy has given a clear structure of JSP for India. In this structure employees are selected
according to their experience in the property sector, knowledge and familiarity of Indian Property market, their
performance, their interest and future plans.
Task 6(c)
Contingency planning of JSP if it decides to move to India
Contingency plan is a preventive plan against any disaster which tells us what to do if any particular event happens or
does not happen so it is a plan against unexpected risk. The purpose of contingency plan is to reduce uncertainty.
Risk Assessment: It involves identifying and assessing the risk. Following risk events could harm JSPs operation.
In the 1st event probability of entering a new and more flexible competitor in the market is 7-8 and the
consequences which JSP will face are 8. Rest of the events also follows the same procedure and the ratings
of probability & consequences which are given on the scale of 1-10 (low to high).
Risk Matrix -: Risk Matrix shows suitable strategies for the risk events. Events in box A & Box C come under
Retention strategy, Box B Avoiding strategy and Box D Transfer strategy.
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Risk Assessment List: Ratings (1-10) of probability and consequences for each event (1=Low,
10=High).
Event Probability Consequences
11.11. New and more flexible competitor entered in the market or
existing competition.
7-8 8
12.12. Loss by fire or other accidental events and Accident of any
board of Director.
2-3 9
13.13. Large investor doesnt want to continue the contract and
denying investing anymore.
3-4 5
14.14. Value of property is reduced in your particular area. 2-3 5
15.15. Financial Shortfall. 3-4 4
16.16. Employee quits the company. 6-7 3
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HIGH (10)
Probability
LOW (1)
LOW (1) Consequences HIGH (10)
( Placing the Events into Risk Matrix)
To face these risk events in future JSP should follow following strategies -:
1). Avoiding strategy - Event 1 comes under this category which is New & more flexible competitors
entered in the market. This event will result into decrease in sales which will lead to decrease in profit and
cash flows. According to this strategy there should be succession plan to avoid or reduce the negative
consequences. JSP can include following points in their succession plan-
Customer service -: JSP can provide additional customer service to maintain the sales volumes like
Maintenance of property for a certain period.
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Box A
RETAIN
6.
Box B
AVOID
1.
Box C
RETAIN
5. 3.
4.
Box D
TRANSFER
2.
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Cheap price -: Reduce the price of property and sell it on cheaper price than other competitor. Although it
will decrease the profit margin but it will help in maintaining sales volume which will lead
into better results in future.
2). Transfer strategy - Event 2 comes in this strategy. According to this strategy JSP should transfer the
risk to the third party e.g. insurance company. Insurance company will pay indemnity whenthe event occurs. In the case of accident of any board of Director Company will be in better
position if that person has Car insurance or life insurance.
3) Retaintion strategy - Events 3,4,5,6 comes in this strategy. Risk of all the events would be managed
or retained by the Finance Director because this would be a beginning stage of JSP so
there wouldnt be any risk management committee. According to this strategy either
reduces the probability or consequences or both to reduce the risk. JSP should adopt the
following ways to reduce the risk of these events-
Financial Shortfall In the case of financial shortfall JSP must have links with the Banks who can provide
loans on cheap rates or there should be some reserve funds which can be used in financial
shortfall.
Value of property is reduced in particular area - In this case if JSP has sufficient funds then it can invest in
buying new property and can sell after on increased price. But JSP can sell the property
with fewer profit margins if there is a need to maintain sales volume and cash flows.
Large investors dont want to continue the contract and denying investing anymore - JSP shouldnt rely onlyon some large investors there must be some with the local Indian investors because they
know the Indian property market better than others and JSP should not ignore small
investors, they can be large investors in future & they are not investing huge money
because may be they do not have faith on JSPs new project.
Employees quits the company - To reduce the risk of this event there should be a contract between company
and employee which shows that employee cannot leave company before a certain period
otherwise he will have to give certain compensation.
Task 7 (a)
Proposed delayered structure of JSP
In the present situation UK property market is affected by Recession so JSP is relocating 80% business to Indiabecause Indian market is less affected by the Recession and its property sector is booming. For selecting the staff forIndian operation Push and Pull strategy is being used. Pull indicates selecting the employees for Indian operation and
Push indicates to those employees who are not selected for Indian Operation.
To perform both the operations together (India & UK), two different delayered structures have been made and thebasis of delayering is the performance, interest, experience, future plans and knowledge of market. So JSPs new
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structure is less bureaucratic flat structure. In this structure strongest Stakeholders (according to Influence-importanceMatrix & Power-Interest Grid) who have final Decision Making power have been retained for both the operations (e.g.James Hardy, Atif, Jennifer).
Reasons of retaining and dismissing the Staff within the proposed structure of U.K
NameRetain/Dismiss Designat-ion
Proposed DesignationReason
JamesHardy
Retain ManagingDirector
Managing Director oo Owner of the Company with 60% shareholding:
final Decision Maker of JSP and his involvement isbecause Companys progress depends upon his De
AmyMyers
Retain H R Director H R Director
oo She has good experience in H R and John Dep (H
moving to India so her presence in H R departmentUK operation.
oo Wants to stay in profession.
MarkCaine
Retain OperationsDirector
OperationsDirector
oo He possesses number of strengths in directing UKoo Wants to remain in the U.K in the same sector.
oo Nadia Din (Operations Manager) is moving to India
is essential In UK.
JenniferGardner
Retain ProjectDirector
Project Director
ooStrongest Stakeholder and 20% Shareholding: S
top three strongest Stakeholders for JSP with Jame(according to Matrix & Grid).
ooSo she has Decision Making Power (Companys pr
upon her vision and decisions & her profit dependscompanys Progress)
oo So she is an important part of JSP in UK operation
AtifMehmood
Retain FinanceDirector
Finance Director
ooStrongest Stakeholder and 20% Shareholding: H
three strongest Stakeholders for JSP with James HJennifer (according to Matrix & Grid).
oo Companys success and his profit are closely relate
oo So his involvement is essential for UK operation of
DaisyJenkins
Retain MarketingManager
Marketing Director
oo Excellent in her current role.
oo Daisys analysis & strategic insight has been good
oo Ranjit Parmer is moving to India so her involveme
Marketing for UK operation so now she would worMarketing Director of UK.
DavePod
Retain RegionalManager
Regional Manager
oo He wants to remain in U.K.
oo So he will support to the new sales Director becau
will no longer work for the company.
RobSteven
Retain ConstructionManager
Construction Manageroo His performance is outstanding.
oo He wants to remain in the sector (in U.K).
Arthur Retain Construction Construction Manager
oo Wants to remain in the sector (in UK)
oo Two Construction Managers (Jean & Andrew) are
so he will stay in UK and support to Rob.
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Robinson Manager
Tina Lee Retain TrainingManager
Training Manager(HR Team)
oo Ruth Daniels (Assistant Training Manager) is movi
her involvement as a Training Manager is essentiaoperation.
AndyPeters
Dismiss SalesDirectors
oo His underperformance ( targets not met)oo Informal way of working
oo Insufficient experience for Sales Directors post.
The reasons of retaining the Staff within the proposed structure of India:
For Indian operation best suitable employees are selected and the basis of their selection is theirperformance, interest, skills and the knowledge of Indian property market (e.g. Ranjit Parmer is familiar with
Indian market and has property related contacts in India so he is moving to India), employees are selectedwith the help of Push & Pull Strategy. Strongest Stakeholders (James Hardy, Atif, Jennifer) whoseinvolvement is essential for the effective functioning of JSP have retained for both the operations (India &UK).Reasons for retaining the staff within the proposed structure of India have already been discussed in task6(a) in Push & Pull strategy.
Task 7(b)
Organizational chart of delayered JSP (U.K)
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ManagingDirector
James Hardy
H R Director
Amy Myers
Sales Director
*(New
Recruitment)
Marketing
Director
*Daisy Jenkins
Operations
Director
Mark Caine
Project Director
Jennifer
Gardens
Finance
Director
Atif Mehmood
TrainingManager
Tina Lee
RegionalManager
Dave Pod
Marketing
Team
Operations
Team
Construction
Managers
(Rob Stevens)
(ArthurRobinson)
Accounts Team
Mortgage
Team
Site
Manager
Sales
Executives
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Organizational chart of delayered JSP (India)
Note: 1. Numbers indicate number of employees.2. (*) Represent those employees whose designations have changed.
Task 7 (c)
Strengths and weaknesses of delayered JSP organizational chart
i).Strengths and weaknesses of new de-layered JSP India:
Strengths:
Most of the employees are experienced enough especially in the UK market so retain them.
JSP has their established setup in UK.
Employees have been promoted according to their performance and talent e.g. Daisy Jenkins has been promotedfor Marketing Directors position because of her excellent performance, analysis and strategic insight.
Weaknesses:
Competition in the market, recession and de-layering in some departments
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Managing
Director
James Hardy
H R Director
*John Dep
Sales &
Marketing
Director
Ranjit Parmer
Operations
Director
Mark Caine
Project
Director
JenniferGardner
Finance
Director
AtifMehmood
Training
Manager
*Ruth Daniels
Payroll
Assistant
Jamie Tong
Sales Team
(15)
Marketing
Team
(8)
Operations
Manager
Nadia Din
Operatios
Team
(3)
Construction
Managers
(Jean Reeves)
(Andrew
Booth)
Accounts
Team
(2)
Mortgage
Team
(3)
Site
Manager
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Because of de-layering in the structure extra responsibilities may affect the performance.
Daisy Jenkins is new for Marketing Directors position.
Present market situation may restrict employees to perform.
New recruitment at the sales directors position will take time to understand companys operation.
ii). Strengths and weaknesses of new de-layered JSP India:
Strengths:
Team members are familiar with Indian market and work culture e.g. Ranjit Parmer has contacts in India
& he is familiar with Indian Property market, Jean Reeves and Andrew Booth have experience in foreign
property market so they are moving to India).
Cost cutting can be done easily because of cheap labour.
Reduces top management team size, according to requirements.
Ranjit parmar is handling sales and marketing department and he has enough knowledge of Indian market with
excellent leadership quality. So he would be a key factor.
New market will require new recruitment so HR departments involvement will be more so training manager Ruth
Daniels will have a payroll assistant (Jamie Tong).
Weaknesses:
New market can affect the performance of employees.
Recruiting new staff will not be easy in the new culture.
Employees may take time to understand the market condition and to adjust themselves in the market. Some employees will move to India on the condition of high package so company has to pay increased pay to the
old employees.
Competition in the new market (Developed cities like Delhi, Mumbai, Chennai, Kolkata, Bangalore etc. already havestrong competitors in this market e.g. DLF, Unique builders)
It will be difficult for Ranjit parmer to handle both the departments sales and marketing because in UK he was onlyhandling marketing department so he is new in sales field.
Communication Gap : New JSP structure has just three layers which reduces communication gap
(e.g. if an executive wants to convey a message he doesnt need to go through number of layers he just need
to communicate with the Manager then Director in this manner a correct and almost exact message can be
conveyed easily ).
Quick Decision Making: Decision Making is quick and centralized because of less hierarchical structure
which reduces unnecessary delays (In this structure every department has Director
who is responsible for Decision Making).
Less Bureaucratic: Current JSP structure is less Bureaucratic so it has less policies, rules and regulations
which are helpful because sometime unnecessary rules & regulations becomes time consuming.
Less Conflicts: If number of layers in every department is more then the conflicts among
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the employees would be more because every person has their own point of view but in
this structure departments are divided into 2 or 3 layers so internal conflicts would be less.
This structure has been made according to the new technology so it has so many other advantages
like Cost Effectiveness, Customer Acquisition and Employee Loyalty etc.
Weaknesses:
This delayered structure also has some weaknesses
Less Bureaucratic: Because of less bureaucracy this structure has less rules and regulations so it
is difficult to perform daily routine activities and for a new employee there must be certain rules and
regulations so that he can follow them to complete his tasks.
Work Load: Work Load can be more because of Delayering in the Structure (e.g. In India Ranjit
Parmer is handling both the departments Sales & Marketing so work load would be more).
Less Authority Delegation: Employees have less authority in this structure because of centralized
Decision Making.
Less Specialization: Less Specialization can be a issue in this structure because for India there is
no specialized person in the Sales department.