Table of Contents
Executive Summary 2
1 The Major Problems in the Case 3
1.1 Problem Analysis 3
1.2 Lack of Organisational Strategy 3
1.3 Poor Leadership 4
1.4 Lack of Learning 5
1.5 Lack of Systems 6
1.6 Poor Communication 6
2 Leadership at the Top and Functional Management Levels of the Organisation 7
3 Reichart’s Leadership and Managerial Abilities 10
3.1 There is no blame 11
3.2 A Shift of Mind 11
4 Recommendations Regarding Transformation and Change to Ensure Effective and Efficient Functioning of the Organisation 12
4.1 Managing Organisational Change 13
4.2 Apply Leadership 14
4.3 Design Effective Organisational Structure 16
4.4 ...view middle of the document...
With the application of continuous improvement knowledge transfer, increased quality of service and products will be produced. Due to the increase of knowledge and correct management of communication, the organisation will be in a position to transform and react quickly to the emergent environmental demands and changes.
In order for this organisation to transform and change the executive management need to lead and not direct, they need to have a passionate attitude and exude positivity; they need to inspire change and empower their employees while building relationships and mentoring employees in their career growth and personal development. The actions of a leader should represent the strategic initiatives of the business and promote the clear understanding that people’s behaviour is a key success factor to achieving the organisations strategic objectives.
1 The Major Problems in the Case
1.1 Problem Analysis
Table 1.1: Major Problems Identified
Problem Number | Major Problems Identified | Behavioural67% | Structural25% | Operational8% |
1 | Dearth of Communication | √ | | |
2 | Lack of Trust | √ | | |
3 | No evidence of Strategy | | √ | |
4 | Lack of Top Management Support | √ | | |
5 | Lack of Company Policy and Procedures | | √ | |
6 | Poor Customer Focus | √ | | |
7 | Incorrect Human Talent Recruited | √ | | |
8 | Poor Planning, Monitoring and Control | | | √ |
9 | Lack of Cohesion or team work | √ | | |
10 | Poor Leadership | √ | | |
11 | Lack of a system for authority, responsibility and accountability | | √ | |
12 | Internal Conflict | √ | | |
1.2 Lack of Organisational Strategy
Table 1.1, indicates the three problematic pillars of strategy within the organisation that eventually affected the Trophy project. It is clear that no organisation can function properly with the absence of their structural and behavioural as well as operational strategies in place. The problem analysis shows that the lack of behavioural strategy contributes 67%.
Figure 1.1: The basis of organisational performance and improvement
Source: Steyn, P. & Van Dyk, P., n.d. Cranefield College - Project Management: Leading, Creating, Implementing and Improving. Module 1 ed. s.l.:Cranefield College of Project and Programme Management Study Guide. P 118.
Figure 1.1, represents the basis of organisational performance and improvement; these three pillars are clearly absent in this organisation as well as this project. The main reason for the absence for these strategies in this case is that the organisation still functions as a bureaucratic organisation and a change in mind-set and behaviour is crucial for the survival of this organisation as well as a change in leadership.
The absence continuous improvement and measuring the outputs of processes lead to the failure of identifying the root cause of their problems. This lack of root cause analysis and process to improve has also caused these...