Evaluation of the Construction Industry

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Requirement

Write about culture and people of Arabic Construction company.

Solution

Executive Summary

The paper focuses on the leading Arabic Construction company and the issues related to the team dynamics and disorientation of the employees from the projects. The first part of the paper reviews the various team dynamics present in the construction industry and the second part of the paper suggest some strategies and policies to implement a change management process. The study reveals the importance of team dynamics and related factors especially while the change management process for preparation of a communication plan, identification of responsibilities of the project members and developing positive relationships. 

1.    Introduction

ArabTec Construction, established in 1975 is considered to be the leader in the UAE construction industry. The organization has diversified itself geographically apart from the UAE and is working in countries like Kuwait, Saudi Arabia, Jordan, Qatar, Russia, Egypt, Bahrain, Kazakhstan and India. It is ranked amongst the one of the top 150 Global Contractors as per the reports by Engineering News Record magazine. 
A substantial program of construction has been undertaken by ArabTec which include hotel and Hotel Interiors, high Rise Developments (Commercial, Residential and mixed Use), Luxury Villas, Hotel and Hotel Interiors, Cargo Buildings, Commercial and Industrial Projects, hospitals, Malls, Entertainment Facilities, Museums, Major Airport Developments (Hangers, Cargo Buildings, Lounges, Air Traffic Control Towers, Terminals, Passenger Buildings). The organization also owns various equipment and plant arrays in addition to the equipment and plant fleet of the subsidiary companies of ArabTec (Arabtec Construction L.L.C., 2016).  
Lately the organization has been facing in the learning issues within the project teams as the workers are not oriented towards learning in the organization. This paper aim to evaluate the various factors impacting the tem dynamics along with providing a change management strategy to the company. 

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2.    Evaluation of the Construction industry

A construction project cannot be conceived, designed and constructed by a single person. Therefore, the projects are divided and assigned to the specialists like suppliers, engineers, architects, contractors and subcontractors (Fischer and Froese, 1996). The specialists are retained and confined to their own role provided to them (Mohamad and Baldwin, 1997). 
The functions are separated into phased projects processes contributing to the fragmentation of the industry (Banwell, 1964) which leads to inhibition of consensus among the members and impends the communication process. This obstructs the understanding and leads to litigation and claims. (Reinschmidt et al, 1991; Mohamad and Baldwin, 1997). Thus managing of projects under these situations is one of the challenge. It is imperative to bring together and integrate the skills and abilities of people by motivating them so as to make then efficient to their peak efficiency (Pinto and Kharbanda, 1995: 295).  
In the past few decades, the application of team working in the construction industry have been experiencing renaissance. The Latham Report (1994) on “Constructing the Team” served as the same catalyst that assisted in bringing change within construction industry and helped in challenging the construction sector in exploring various innovative method for carrying out the work in mutual benefit of the industry, client and Private Corporation. The Constructing Success of the Construction Industry Board (CIB) - the Construction Strategy Code of Practice, 1997 was seen to be a key stimulus in this change. The need for effective team working was reiterated by the Government within the construction industry by using the DETR initiative Movement for Innovation (m4i) 2000.
The construction industry views high performance team working as the renewed momentum for achieving ultimate success of the assigned project. According to Fryer (1997), a sound teamwork has been regarded as vital for achieving all the interrelated and complex goals and similarly CIB (1997) suggests effective teamwork can lead to high amount of focus on the supply chain along with the client (Greenwood, 2001). There has to be a broader construction relationship among the contractor, client, designers and sub-contractor which are essential for improvement of inter-professional relationships among the project partners and stakeholders. There has to be balance of construction project team in the management expertise, inter-personal skills and organizational attributes for facilitation of contemporary contractual arrangements. The construction project team’s formation and team-building process are important but many barriers have been found in selection of effective people combination like workload fluctuations and temporary nature of the project based industry. The level of commitment among the project team decided the success of the project which is highly elemental to success of the project. This paper aims to investigate the team dynamics in construction industry for shaping the construction project team along with benchmarking the current industry awareness for team formation skills. 

3. Evaluation of the team dynamics

The team members of the construction project team must have the ability to exhibit the assertiveness in the task-related information sharing, resolving of conflicts, providing structure, motivational reinforcement and organization among each other (Cannon-Bowers and Salas 1998). The complementary skills required in construction project team for driving the success of the team includes technical specialty, problem-solving skills and interpersonal skills. Furthermore, the commitment towards each other in order to fulfill common goals and purpose is highly critical for team. All the team members must be dedicated towards whole team and should act unselfishly. On arising of any challenges, the commitment and resources will help in dealing with them in a positive and constructive manner. The team members must have the ability to hold each other accountable besides adopting a common approach for problem-solving, communication and decision-making. Finally, the overall team performance must be evaluated along with evaluating the individual performance.
The construction team of our company was not able to communicate well leading to delaying of the projects. The project leaders lacked leadership qualities leading to disorientation among the employees. 
One of the core substances for team members is to be performance-driven. This will help in laying a foundation for team where the performance and team are related. The teams cannot arise in absence of performance challenges which are meaningful for them. In order to create a high performance team, various factors have to determined, which are: (Spatz, 2000)
(a)    common goals, strategies and interests (b) shared values, (c) responsibilities of an individual, (d) effective collaborations, (e) approved behaviors, (f) shared leadership, and (g) continuous improvement 

3.1.1 Culture and Team Dynamics

Hofstede’s (1984) defines culture as the collective programming of mind which helps in distinguishing one group from another group. Similarly, Barthorpe et al. (2000) defines culture as what we perform as a society. It has been estimated by Abeysekera (2002) that construction industry and its culture defined the industry’s characteristics, approaches and competence of people and craftsmen working in industry along with aligning the goals, strategies and values of organization (Barthorpe et al. 2000, Loosemore 1999). Various studies have shown interest in the culture study of construction projects, industry and cultural differences on this industry segment. The relation between the international construction and cultural diversity from British perspective has been investigated. According to Hall (1999), he adopted an ethnocentric response towards the cultural differences being encountered by the team members while working on overseas projects. Various experiences and studies depict that the cultural differences impact the construction industry on daily basis for the national and international enterprises. Therefore the issue of cultural difference cannot be ignored in construction industry and attention must be paid for managing the cultural difference in the team. Companies must adopt the following approaches to work in a culturally diverse environment (Adler, 1991) which are:

  • a.    The parochial approach: The company members have a belief that their method is the only method and ignore the cultural diversity.

  • b.    The ethnocentric approach: The Company believes that their method is the best method and the diversity of environment is recognized, however, only the problem sources are considered.

  • c.    The synergistic approach: The Company believes that their method is different from others but is not highly superior. This approach is the least used among all but the organization is able to recognize the cultural differences for creating competitive advantage (Hall and Jaggar 1997).

Further the Hofstede’s cultural dimensions of UAE are given below:

Power Distance: A score of 90 has been given to UAE as the people of UAE are seen to accept the hierarchal order where everyone is kept in place with no further justification. This type of culture highlights inherent qualities making centralization prominent and all the subordinated expect to be given orders by their bosses making the superior to be benevolent autocratic. 

  • Individualism: UAE has been given a score of 25 and therefore can be considered as a collectivistic society therefore manifesting in the close long-term commitment to the employees as a family member or extended relationships. In this type of culture loyalty is paramount and also over-rides most other societal rules and regulations. 

  • Masculinity: The culture of UAE scores 50 depicting that it neither has a masculine nor a feminine cultures.

  • Uncertainty avoidance: UAE culture score 80 depicting a high preference for avoidance of any uncertainty.  High uncertainty avoidance is attained through rigid codes of behavior and beliefs and making itself intolerant towards unorthodox ideas and behavior. The people in this country are seen to have an inner urge to be busy and for them precision, hard work and punctuality are basic norms. However, they resist any type of change or innovation. 

No score has been evaluated for long-term orientation and indulgence. This can be disadvantageous as the companies are unable to determine the employees on these factors. The Chinese Manager of the Arabtech was given the opportunity of the working with the employees of the UAE division for two years. Due to insufficient information on the orientation and indulgence of the UAE employees, he was afraid of making a cross-cultural faux pas which affected his ability to understand and make relationship with these employees.

3.1.2 Leadership and Team Dynamics

Leadership behavior is critical in communicating the important information to the other members of the team (Restubog et al, 2008). The importance of information and communication for the effectiveness of the team has been emphasized by Yang et al (2011) according to whom the team collaboration and communication is highly influenced by the leadership behavior. Construction industry has a complex environment with interdependent tasks where effective knowledge sharing and proper communication system are imperative for maintaining the overall productivity of the organization (Haas & Hansen, 2007). This will be beneficial for the members in order to make them understand the project goals along with assisting them in transferring the lessons learnt from the team member’s past. In construction industry context, transformational behavior of the leadership is the most preferred style (Muller et al, 2012). However, the study by Lindebaum and Jordan (2012) suggested that along with being a transformational leader on the subordinates, the leader has to adopt an effective emotional state.  The project manager with high emotional intelligence (EQ) will have an intriguing impact on all the team members and will motivate then to develop and learn new skills. Along this line, it was suggested by Muller et al. (2012) that improved leadership helps the team members and affects the project success along with moderating the project complexity. It has further been showed by Turner and Muller (2007) that the success of the project manager depends on their leadership style along with high emotional intelligence.
The required leadership skills in construction projects are effective communication, Problem Solving and decision making (Odusami, 2012), Team Building (Raiden et. al, 2004), Conflict Resolution (Yang, 2011), planning and global setting (Farooqui et al, 2008), Sense of responsibility (Edum-Fotwe and McCaffer, 2000) and time management.

3.1.3 Team structure

It is imperative for the project team to be structured properly and to select the team members carefully for providing best prospects to the success of the project. Due to confusion in the feasibility studies and business justification of the project in the initial stages, the project team is not defined with proper attention. Through the course of the project, the project team may change and even include new members but an outline structure has been provided below which is used for the traditional project.

 It is imperative to understand the roles and responsibilities for clearly defining the appointment documents and communication to the members of other project teams. Additionally, the when a risk is expected in delivering the project, it is important to understand and defining the design and build and planning risk. 
The roles and responsibilities of the individuals can be identified by the roles and responsibilities matrix. Further the actions of the groups and individuals to be taken, identification of the gaps and additional resources required for completion of the project have to be identified. With the development of the project, the responsibility assignment matrix will created for setting out everything in detail for assigning specific task to the specific individuals. 
It is mandatory for the projects to have an investment decision maker, project sponsor and project owner and they must be told their roles and responsibilities along with client adviser and project manager. There might be cases of projects requiring more than one source of funding for ensuring the presence of clearly written arrangements for the project members.  

3.1.4 Team- Roles and Skills

The participants of a construction project team are listed as given below (Uher and Loosemore, 2004).
 
Team members    Roles    Skills
Project Sponsor  

  • a.    investment decision making

  • b.    Interface between the client team and supply team via the project manager, as the main day-to-day client representative

  • c.    Managing project budget    

  • a.    Decision making

  • b.    Negotiation

  • c.    Communication

  • d.    Objective setting

  • e.    Decisiveness

Project Manager    

  • a.    Managing the project and project team

  • b.    Develop the project execution plan

  • c.    Develop risk and value management

  • d.    Conflict resolution    

  • a.    Problem solving with intellect rigor

  • b.    Leadership and communication skills

  • c.    Negotiation

  • d.    Be challenging

  • e.    Team building

Lead Consultant    

  • a.    Coordinate and review the consultant team

  • b.    Prepare designs,  programs and progress reports

  • c.    Seeks instruction from client

  • d.    Coordinates the review of tenders

Establishing change control procedures    

  • a.    Excellent knowledge

  • b.    Good interpersonal skills

Team leadership
Contractor    

  • a.    Constructing the development for which the design is complete.

  • b.    Completion of design and construction  

  • a.    Effective planning

  • b.    Multi-tasking

Lead designer    

  • a.    Coordinate site surveys

  • b.    Coordinate preparation of information regarding project brief

  • c.    Coordinate external and internal consultations along with specifications.

  • d.    Report to the client regarding the design and approvals.    

  • a.    Innovative

  • b.    Team leadership

  • c.    Management skills

Design Team-
Architect and engineers (Service, Structural and Specialist)    

  • a.    Work effectively for collaboration practice

  • b.    Provide the lead designer with their ideas.    

  • a.    Good listener

  • b.    Innovative

The construction project team is different than an ordinary project team (Cornick and Mather, 1999) as:

  1. Every team member has their own objectives which might not be as same as the objectives of the project team unless all the shared goals are accepted and agreed.

  2. In a construction project team, the team leader often goes unnoticed as they are suspected to vary over the project life. 

  3. Although the project manager understands and supervises the design and construction process from the initial phase to its completion, he does not play a critical part in any of the process.

  4. The project team in the construction project train together only for a definite project owing to the cost, time and other constraints. All the team members plan and understand the individual contribution in an ad hoc manner with the progression of the project.

The construction project team has team members who perform their task in a flexible manner and can easily adapt to their workplace and its situation and environment. Additionally, these team members can work well in delivering unique set of specific requirements of the project as per the need of the clients. This can be done by implementing an established work method in the very initial phase till the completion phase. Team members have to be provided with a real team process that can be accomplished within organization for making them work together efficiently and effectively. The board of directors can look forward to the following criteria in this issue:
It can be seen that the construction projects are seen to be managed by a plethora of participants with changing combinations, therefore the organization is seen to be varying. Each project can easily be staffed by existing personnel on the ad-hoc basis in the functional divisions of the organization. In this system the project manager will negotiate all the resources within the existing organizational framework. 
Or the organization, for the exclusive purpose of providing support to various projects can consist of small central functional staff, each of them with a functional division. Due to each project manager being provided with the autonomy in project management, this decentralized set-up can be termed as the project oriented organization.
However, various other variations in the management styles can be seen among the two extremes on the basis of the organizational objectives and the construction project’s nature. This can be explained by taking example of a large chemical company having in-house staffing for designing, planning and construction of the various facilities new the new product lines will lead to adopting the matrix organization. Whereas the construction company depending solely on the management of the construction project, might be highly interested in project-orientated organization. Although the organizations differs but same basic principles of the management structures can be seen to be applicable to most of the situations. 

3.1.5 Technology

Technology has impacted the construction industry significantly and the industry can use its office, site meetings and even the airline flights for bringing together all the team members together in order to make strategic project decisions. The virtual offices have started to replace all geographically bound answering services being used by the contractors. Furthermore, these virtual offices can be beneficial in providing rented (hourly basis) physical space, global connections for tracking clients and projects anytime in a day. 
Virtual teams can quickly reshape their core and supporting members (valences) in response client demands, or political and environmental conditions. A virtual team would be able to cooperate, team work, follow-up effectively with lesser communication problems. The virtual teams will have major benefit of not being bound by all the rules that used to govern the traditional employees. It has been estimated that the virtual teams would be able to reshape the core and other members as per the demands of the clients or the environmental or the political conditions. With the help of virtual teams, the additional members would be able to join the spider web network for time being of adding the value. The virtual teams can be formed over-night and can get the strangers to set out to solve all the environmental, technical or political issues (Knoll and Jarvenpaa, 1998). However, in order to participate for accomplishment of the goals, the virtual teams can learn the technical and social aspects for communicating by means apart from the face to face interaction.
Our construction team at UAE, required assistance from the project team of India. They agreed on discussing things using the virtual platforms. The task turned out to be beneficial however some glitches like network issues were encountered but the spider web network was highly beneficial and gave an insight towards importance of technology in construction business.
Researchers have found out that obstacle towards virtual learning like glitches in technology and need for higher and more amount of the information can be easily overcome (Knoll and Jarvenpaa, 1998). Another critical factor concerning the virtual teams is cohesion and it has been seen that the virtual teams can work towards a common and challenging goal with higher amount of satisfaction within the process and the final product. The teams that lack common goals are seen to experience higher range of confliction leading to compromising in the product issues. However, currently most of the projects in the construction industry are social and do not indulge in technical behavior.  One of the facilities engineering projects of Mobil Oil Canada on Calgary, Alta has been seen to support this finding. As per the written comments collected from 203 individuals the root causes for major issues in the construction site were seen to be team processes and communication but initially technical issues were thought to be the major problem.  (Hartman, F. and Guss, C., 1996)

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4.    Change Management Process

Construction industry has been considered as an extremely fragmented industry. The construction market of UAE is expected to grow intensely with wider economy which is seen to be fuelled by the infrastrcutre spending in Dubai. More than 95 percent of the companies in this industry are seen to employ less than 10 employees. The capacity of these construction companies is seen to be fragmented like the specialty trades and structural designs (Al-Sedairy, S.T., 2001). Various critical issues have been faced which are different from other industrial sectors like: 

  • Multiple players are involved at numerous sites and locations

  • The supply chains are project-based and short term.

  • With varying product delivery systems, different project management styles and costing system are used like the construction manager, design-bid-build, design-build contracts etc.

  • Unique needs for managing the legal contracts and related assessments like change orders.

  • Extension of the scope to the life-cycle operation along with the product’s operation and maintenance management along with architect-design construction process.

Change management has been considered as a pure application-focused concept which requires the assistance from engineers for solving the issues. On the basis of the construction change management area along with the need for construction industry due to scarcity of software tools and literature in this domain, there is a need for an intense research and development in construction.  This section of the paper will help in developing a change management strategy for identifying how to adopt these practices enabling the organization to become highly knowledgeable.
On the basis of time the change can be emergent and anticipated, reactive or even proactive, post-fixity or pre-fixity of the change. Whereas on considering the needs, the change can be required or elective, preferential or regulatory, discretionary or nondiscretionary. And lastly the change can be neutral, beneficial or disruptive on the basis of effect (Motawa et al., 2007). As we know that construction industry is highly project-based therefore the change can be classified on the basis of stages or phases in the construction project. The construction changes according to Park (2002) has been referred to as the methods, processes or the work states which are different form the initial plan of construction or the specification and is seen to result from the difference in scope changes, work quality and conditions, uncertainties that can result in making the whole process to be highly unstable and dynamic in nature. It has been emphasized by Zhao et al. (2009), that the dynamic and complex nature of the construction projects are seen to pose high risks and uncertainties. The stages, stakeholders and impacts of the changes have been summarized in Table 1.
Stage    Stakeholders    Types of changes    Impacts    Actions
Specification    Client and architect     Changes are done on the requirements like design brief, project scope, specifications etc.    Design and construction process are changed    Providing the detailed specifications in all the documents prior to the bidding. 
Design    Engineering consultants    Inconsistent plots and drawing, design change, design defect, site conditions and build-ability factors not included, changes in regulations and codes,     Redoing the designs, construction reworks and changes in order.     Controlling the design versions, site investigation, drawings and considering the build-ability factors.
Construction    Main contractors and sub-contractors    Quality defects, value engineering, unavailability of equipment or materials, built do not confirm with designs    Changes in orders, rework, design changes    Control on operational site, quality control, daily logs, coordinated drawings and documents.
In order to evaluate the various changes to be implemented in the company, the following analysis will be beneficial in understanding the external and internal environment and the factors impacting the company.

4.1    Identification of the risks

4.1.1 PESTLE Analysis

Political

  • Equal treatment is provided to the foreign and domestic capital by law

  • Stable democratic political system 

  • FDI is not subjected to taxation

  • A work card is imperative to all the registered employees.

  • Application of the monetary policy focusing on the inflation.

Economical

  • Exceptionally high GDP of the country 

  • Very low unemployment rate.

  • Highest Foreign Directed Investment.

Social

  • Attempts towards green construction

  • Geographically Diversified

Technology

  • Efforts towards minimizing the impact of cement manufacturing 

  • Using techniques for bringing down the CO2 emission level by reduction of the clinker factor.

  • Using co-processing for processing the water streams in the cement kilns for disposing the hazardous wastes.

Legal

  • Follows the various safety regimes along with high quality procedures for striving towards improvement of performance, relationships and approaches. 

Environmental

  • Action plans for protecting environment

  • Stopping deforestation

  • Reduction in CO2 emission

  • Avoid degradation of water resources

4.1.2 SWOT Analysis

Strengths

  • 1.    Technological capability

  • 2.    Vast experience

  • 3.    Financial resources

  • 4.    Equipment and plant management

  • 5.    Strategic alliance with other firms

  • 6.    Product and service quality    

Weakness

  • 1.    Training of staff

  • 2.    Less orientation of staff towards learning

  • 3.    Low investment in R&D activities

  • 4.    Global operations

  • 5.    Human resources

Opportunities

  • 1.    Transfer of technical expertise

  • 2.    Opening of new international markets    

Threats

  • 1.    Emergence of low-cost foreign companies

  • 2.    National treatment for foreign firms in UAE market. 

On the basis of the SWOT and PESTLE analysis, the learning attitude of the team members has been considered to be the biggest problems leading to development of a change management strategy in the organization. 

4.2 Evaluation and proposing the changes

In order to deal with the issue, the organization has to be come with the following strategy of implementing a training program for the organization in order to make it become more knowledgeable and learning organization. A learning organization is seen to be highly skilled at acquiring, creating, transferring knowledge along with modifying the perspective of the employees so as to reflect beneficial insights and knowledge. 
This training program will have ensure the following factors, namely :

  • 1.    Investment on training and educating activities and any failure in taking immediate measures this regard will lead to failure of the company.

  • 2.    The key priority will be given to providing training to the existing employees in order to increase the effectiveness in operations, meeting the future needs and inefficient use of the scarce resources.

  • 3.    Emphasis will be given to the relevant software-training for preventing shortage of IT to take place as IT and technology are the key parameter for building the sustainable competitive advantage in the business environment globally.

  • 4.    Usage of IT has to be taught to the employees like on-the-fly interaction, two-way video conferencing, application sharing for training the employees and to enhance their capabilities. (Tse, R.Y. and Choy, L., 2005)

  • 5.    Online training has to be utilized for enhancing the effectiveness and to gain economic benefits. The online training and educational websites that can be used by the organization are www.zdnet.com, www.click2learn.com, www.digitalthink.com. In UAE, Knowledge Village www.kv.ae, www.etqm.ae, can be used. 

  • 6.    The organization will focus on the implementation of skills and training development programs for integration of future plan of the business which can be aligned with the WTO training and legislation.

  • 7.    Training will be provided continuously for ensuring that the workers are understanding the future and existing tasks and have necessary skills for carrying out the coming up with innovative changes for better and effective outcomes.

  • 8.    A library will be opened in the site area for accessing the workers towards increased knowledge in their area of expertise. This library will be accessible 24/7. 

  • 9.    Training and retraining certification will be provided to the construction manager and other employees for attuning with the GATS requirements along with the global environment.

4.3 Approval of changes

These changes will be forwarded for     approval process. There are various sets of predefined approval processes depending on the change type and the construction contracts. The changes will be suggested to the board of directors and will go through the change review process. Lastly the approval of the client will be required for the open access to the library for the workers on the site. The decision-making will involve improvement, acceptance and changes rejection. The contract will be modified if the changes will be accepted and might in enforced in Construction Committee Documentation (Mento, A., Jones, R. and Dirndorfer, W., 2002)

4.4    Decision factors determining change management implementation

The only reason impacting the successful implementation of the change management plan would be resistance from the employees. The employees might be seen to lose their sense of security and prefer status quo. On instruction of any change, the employees are seen to present a range of reaction which is unpredictable and immensely intense. No employee is seen to be unaffected with the implementation of change leading to resistance towards it. Employee will think of this change as time consuming. This might lead to various conflicts, un-satisfaction and de-motivation among the employees. The leaders of change will have to understand the universal and predictable sources of resistance in every single situation and then strategization has to take place accordingly. Additionally the employees can be highly comfortable with the current operations which will further hinder the implementation of the change management. The company will be become reluctant to adaptation of the new management approaches so as to deal with the change which will further require additional technical requirements and other resources for supporting the management (Pardo del Val, M. and Martínez Fuentes, C., 2003). This will lead to incurring of additional costs and expense and therefore becoming one of major issues for the company. 

4.5    Successful implementation

For successful implementation of the changes in the organization, Kotler’s eight step model will be used in the organization (Kotter, J.P., 1996)

  • Step 1. Establishing a sense of urgency
    It is important and imperative to know the level of the intelligence and mindset of your team. The sense of urgency will assist in evoking a sense of responsibility among the employees to strive towards the goal for driving and motivating the individuals. The need of change and adaptation has to be mentioned to the employees. 

  • Step 2: Creating the Guiding Coalition
    Teams consisting of leaders will be developed for developing the vision, introduction of new ideas and negotiating with the stakeholders. The assigned groups will be given power in form of leadership for making sure that the change is credible in nature. The group will further ensure development of trust among the employees and to have shared vision and goal. These groups will represent the varied interests of the employees. 

  • Step 3: Developing a Change Vision
    Visions are imperative to make people understand that the change is directed towards the correct direction. It is important to develop a clear vision which will become the pillar for success and to focus on the appropriate strategies towards implementation of change. This will make it easier to communicate with the employees so as to make them understand the necessity of the change and to develop a shared vision with the stakeholders. This will further assisting in providing an ease towards communication, understandability and attainability and determining all the values that are centered towards the change. Further the employees will be assisted with how the change will impact the past. 

  • Step 4: Communicating the Vision for buy-in
    The buy-in vision is critical as it represent the views of the leaders and important stakeholders including the employees of the organization. This will help in inspiring the employees and to work towards the change. While communicating the vision, the concerns and anxieties of the employees have to be considered along with mentioning the benefits of the change. The leaders and their teams will integrate with other people and communicate their mind and heart for changing the attitude of the reluctant employees. The communication of the vision can begin from staff meetings, board meetings etc. 

  • Step 5: Empowering Broad-based Action
    One of the primary step towards introduction of the change is to clear out the way of the previous management approaches and methodologies. Best efforts cannot be placed with energy and urgency on being hampered by the structures which was placed in restoring some other vision. Therefore, all the structural and human obstacles for enabling the people to put their best foot forward will be avoided. Analysis of these obstacles has to be performed by the assigned teams. 

  • Step 6: Generating Short-term Wins
    The organization can implement the training procedure step-by-step for boosting employees’ morale and motivating the stakeholders. This will help in encouraging everyone to trust the changes being implemented. The goals will be set in the period of 6 months and the unambiguous success will be celebrated. The training will be provided certifications on the completion of their training which be considered as the first step towards the short-term wins. 

  • Step 7: Never Letting Up
    In order to consolidate the gains being made, more structural and personnel changes have to be implemented in line. This step will help in ensuring that the momentum is not lost and the employees will be given in-hand practice for everything being learned during their training period. The new employees will be given the training as well for embodying the vision. The organization should not stop from adding similar beneficial training programs for bridging the achievement gap.

  • Step 8: Incorporating Changes into the Culture
    The change being implemented has to be sustained so as to make the success visible and to change the actual culture of the institution. The teams will figure out all the gaps in the strategy and will continually reinforce new measures to validate the change. This will lead to reinforcement of a new culture in the working environment. Once the employees have a new focus and orientation towards their work, all the employees will strive forward with new vision.

Conclusion

Ensuring effective and proper project communication does not include preparation of communication along with collecting, creating, storing, distributing and identifying with the responsibilities associated with the project team members. It also helps in maintaining personal contact with the employee and strengthens the related team dynamics. It is imperative for companies like ArabTech to evaluate all the team dynamics and implement strategies while a change management process in the company. 

Presentation to the Board of the Company

The slides are okay, but in practice, if you actually delivered this presentation, I doubt you would speak the reference citations.  You probably would need to explain some of the key theoretical ideas however such as ‘power-distance’.  There is no supporting commentary for slides 5 and 6. 

References

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