re confirmation modified 2

8/6/2019 Re Confirmation Modified 2

1/21

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

Page 1 of 21

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


2/21

Placing JSP Stakeholders In The Matrix ( India)

DEGREE OF INFLUENCE

HIGH INFLUENCE LOW INFLUENCE

HIGHIMPORTANCE

DEGREE

OF

IMPOANTANCE

LOW IMPORTANCE

Page 2 of 21

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


3/21

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

Page 3 of 21

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


4/21

Task 4 (b) Justification of Stakeholder in the Matrix & Grid

Page 4 of 21


5/21

Page 5 of 21

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.


6/21

Page 6 of 21

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.


7/21

Task 4 (c) The engagement methods is to be used for identifying stakeholders

Page 7 of 21


8/21

Page 8 of 21

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


9/21

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 :

Page 9 of 21


10/21

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.

Page 10 of 21


11/21

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

Page 11 of 21


12/21

Page 12 of 21

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


13/21

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.

Page 13 of 21

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


14/21

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.

Page 14 of 21

Box A

RETAIN

6.

Box B

AVOID

1.

Box C

RETAIN

5. 3.

4.

Box D

TRANSFER

2.


15/21

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

Page 15 of 21


16/21

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.

Page 16 of 21


17/21

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)

Page 17 of 21


18/21

Page 18 of 21

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


19/21

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

Page 19 of 21

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


20/21

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

Page 20 of 21


21/21

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.

re confirmation modified 2

Documents