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First Name: MUHAMMAD Last Name: MUMTAZ

Student ID: a1715038 Assignment Due Date: 19 MAR 2017
Course Name: LEADERSHIP OF Course Code: PROJMGNT7038
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Major Leadership Project
Muhammad Omer Mumtaz a1715038
 EXECUTIVE SUMMARY
This documents aims to throw light on how to effectively guide the implementation of a change
initiative to improve performance in the capacity of a middle level manager. The document
presents management strategies and proposals for a corporate scenario driving a change initiative.
It identifies how the process of change is managed and facilitated and builds on the issues
recognized in the management literature. The document proposes several effective methodologies
which a middle manager can utilize to achieve significant benefits for an organization undergoing
change.
 TABLE OF CONTENTS
EXECUTIVE SUMMARY ...........................................................................................................................................3
1. INTRODUCTION ................................................................................................................................................5
2. COMPANY BACKGROUND .............................................................................................................................5
3. SECTION OVERVIEW .......................................................................................................................................5
4. PROJECT INFORMATION .................................................................................................................................5
5. LEADERSHIP MODELS .....................................................................................................................................7
6. TEAM BUILDING ISSUES .................................................................................................................................8
7. PLANNING FOR UNEXPECTED CHANGES................................................................................................. 10
8. MINIMIZING DYSFUNCTIONAL ASPECTS AND DIFFERENCES AMONG EMPLOYEES ................... 10
9. COMMUNICATION CHALLENGES IN THE CONTEXT OF THE PROJECT ............................................. 12
10. MID-PROJECT REVIEW MEETING ............................................................................................................... 13
11. PROBLEM SOLVING TOOLS ......................................................................................................................... 14
12. PLANNING & PERFORMANCE MANAGEMENT PROCESSES ................................................................. 14
13. OCCUPATIONAL HEALTH & SAFETY ........................................................................................................ 15
14. FAIRNESS & EQUITY ...................................................................................................................................... 16
15. CHANGES IN BUSINESS & ORGANIZATIONAL ENVIRONMENT .......................................................... 16
CONCLUSION ........................................................................................................................................................... 18
REFERENCES ............................................................................................................................................................ 19
1. INTRODUCTION
Delivering change is central to managers and senior executives. Change is inescapable and if managed effectively
can lead to a path of great rewards and benefits. Driving business transformations as a middle level manager is a
challenging task. The manager would not only need to modify the processes, systems and tools to manage the
change but also handle the “people” aspect. Sustaining changes and acquiring benefits in the long run requires
managers to adopt efficient change control strategies.
Control Change Management in this document is reported with the help of a business scenario in which the Section
Manager (middle level manager) of a reputed Construction Company is tasked to improve the performance of his
Section. The Section has several members that have worked in the same area for a long time. However, recently new
technical staff has joined the Section which has increased the proportion of women and younger staff. The
competition in the industry has increased and the Section Manager needs to implement changes in six months in
order to prevent his Section from being outsourced.

2. COMPANY BACKGROUND
The AWT Group is a leading private Construction & Town Planning Agency with the aim to develop projects in
accordance with the latest trends and highest standards of town planning, engineering, designing and construction.
The company offers various services in the housing and construction sector and presently employs a workforce of
approximately 1500.
AWT Group intends to develop a residential housing scheme in Lahore City with a focus on creating new
urbanization models based on systems that are more energy efficient, digitally associated and culturally pertinent.
Due to increasing competition in the Housing & Urban Planning Sector and for the purpose of adopting good
management practices and strategies in this new venture, AWT Group has proposed a Special Development
Program for employees across all its departments and sections.

3. SECTION OVERVIEW
The Planning Unit is an important section of AWT Group which focuses on the following key areas:
 Urban Design: Focuses on the transformations and innovations for large scale housing communities
 Architecture: Concerned with the use of software to implement computer generated designs
 Land Use & Community Planning: Focuses on the implementation of transportation opportunities,
environmental elements and analysis of geographical landmarks
 Landscape: Analyzes and designs strategic solutions to develop urban land
The Planning Unit is administered by a Section Manager (middle level manager) and comprises of a workforce of
approximately 60 individuals. These include supervisors, team leaders, engineers, architects, computer operators and
other nontechnical staff. The Section manager belongs to the middle management group and is responsible for
involvement in day-day to running of the Section. The Section manager acts as a channel of communication within
the organization.

4. PROJECT INFORMATION
4.1 Title
Special Employee Development Program for Housing Scheme Project in Lahore City
4.2 Purpose of the Project
Due to increasing corporate competition, The AWT Group plans to train employees for its upcoming housing
scheme development venture in Lahore City. The company has therefore proposed the introduction of a Special
Program across all departments with the aim to equip all employees and staff members with essential knowledge and
skills to work on the development of new residential housing scheme in Lahore City.
A description of key objectives that the project aims to realize is given below:
 Improve employee skill in using the urban planning design software
 Develop staff skills and team spirit to improve staff retention and job satisfaction
  Improve employee expertise in handling customer services
 Improve employee efficiency in general administration, operations and sales
 Formal training or cross-training to enhance knowledge necessary to make a continuing contribution to the
work of AWT Group in current and future roles

4.3 Role of Section Manager (Middle Manager)

AWT Group has developed a Training Program Framework for each Section. The Section Manager will be assigned
a budget of 1300 USD per staff member to carry out the development and training program. The Section Manager
will determine the following components of Staff Training Program:
Assessment of Training needs & Learning Objectives
 Training Delivery mode
 Budget of activities
 Delivery Style
 Audience & Content
 Timelines
 Communication Plan
 Feedback Plan

5. LEADERSHIP CHALLENGES IN BUSINESS CONTEXT

New technical staff has recently joined the Planning Unit, which arises several key challenges. These are given in
detail below:

5.1 Role Clarity

The introduction of new technical workforce is likely to create problems for the Section manager in defining clear
roles and responsibilities. To maximize efficiency and flexibility, the new employees would need to have a robust
understanding of their specific duties and roles.
5.2 Employee expectations
The recently hired technical staff would carry varying levels of expectations about the working environment, fellow
staff members and career opportunities. The Section Manager may find it a challenge to harmonize the employee
expectations with the organizational culture and working environment.
5.3 Embracing Change
With the introduction of new employees, the team dynamics of the entire Section will change. The Section manager
would find it challenging to minimize hostility due to organizational changes.
5.4 Communication
Establishing effective communication channels with the new employees is one of the biggest challenges.
Miscommunication can occur if the Section Manager lacks engagement and does not adapt well to what is expected
of them.
5.5 Company Culture & Measure of Performance
For new employees, embracing the company culture and values can sometimes be hard. New employees may find
themselves performing below the company expectations if they do not have clear understanding of the company’s
performance expectations.
5.6 Coworker Conflicts
The introduction of new technical workforce is likely to amplify friction in working relationship. Increased Conflicts
with fellow team members may arise as a result.
5.7 Cultural Diversity
Planning Section consists of members from different backgrounds, cultures and nationalities. Members may behave
differently than expected if they do not share the same norms and values in life. Developing an understanding of this
cultural diverse team would be a big challenge for the Section Manager.
6. WHAT LEADERSHIP MODELS APPLY?
6.1 Employee Orientation
For the newly hired employees, onboarding is a tricky process. It can however be turned into an opportunity by
establishing two-way communication between the newly hired employees and the Section Manager. The Section
Manager must devise a well-structured orientation program that provides clear information about the company
goals, values as well as individual work assignments. Employees must be aware about what they are expected to do
on their own, where they need to coordinate with others, what resources are available, what the deliverables are and
when they are due.

6.2 Applicability to different Situations & Personalities

As a mid-level manager, it is crucial to create a non-threatening environment for the newly hired employees. This
sort of environment would help to make the employees feel comfortable. Employees would be more likely to ask
questions and eliminate their doubts in this kind of setting. The Section Manager may employ a combination of
techniques depending upon each individual employee to consider the best elements to encourage them and to
connect with them. As the Section Manager needs to adapt to the situation, this would mean applying a certain form
of situational leadership. Knowledge of application to each given situation carries primary importance in this type of
leadership. With increased competition in the industry, decision-making takes many different forms and the
situational leadership model proposes that the leader must be capable of applying appropriate actions to each given
situation (Graeff, 1983). This type of model would propose that a leader may not stick to a particular style to be
effective.
The Section Manager would also need to display certain attributes of Supportive leadership style in combination
with a Directive style for newly hired employees. The directive / telling style is the one in which the leader provides
specific direction about goals and tracks the performance in order to provide frequent feedbacks to employees. For
newly hired employees, this approach would be effective since these employees have little or no orientation about
their duties and work roles.
For all other members of the Section that have worked in the same area for a long time, a Supportive / coaching style
may be adopted. This would involve praising the right behaviors and to provide support and suggestions only when
required.

6.3 Employee Empowerment

The Section Manager must keep in mind that a big downside to adopting Directive style for newly hired employees
would reduce employee empowerment at the workplace. Reduced autonomy can result in lesser creativity as
employees become restricted in their roles and do not learn new skills on their own (Ignore, 2009)

6.4 Employee Level of Motivation & Desire

The Leadership approach is also subject to change based on the Employee level of motivation & desire. The newly
hired workforce would in general carry greater motivation and desire towards their goal and subsequently towards
career progression. These new employees would generally lack the knowledge and skills but take good interest in
their work and are ready to learn it. For such employees, the Section Manager should provide more direction. If the
employees feel frustrated due to unexpected outcomes or if the task at hand becomes difficult or different than
expected, then their level of commitment might drop.
For individuals that carry both high motivation and high expertise, the Section Manager could adopt a Laissez Faire
style of leadership.

6.5 Communication
The success of project depends upon good communication. Increased communication with fellow staff as well as
higher ups helps to remove assumptions. In order to improve communication and discussion, the Section Manger
must also exercise a participative style of leadership. The views and thoughts of all staff members is valued and
considered in such a system. It improves employee confidence and induces a sense of belonging to the Organization.
The Section Manager can also improve peer to peer communication if he adopts a Laissez-Faire style in a more
supporting capacity. When the work is self-directed, it is up to the employee to communicate about his work and to
learn about the experiences, strengths and weaknesses from other individuals.

As the newly hired employees integrate, the Section Manager may implement a less Authoritative leadership style to
boost employee flexibility, innovativeness and resilience.

7. TEAM BUILDING ISSUES

7.1 Absence of Team Identity
Members do not feel mutually responsible to one another for the common goals of the team. Absence of team
identity results in reduced commitment and poor teamwork

Steps to Take as Section Manager

 Build trust using informal team building exercises
 Clarify roles within the group in order to allow team members to acknowledge each other’s
contribution.
 Encourage team members to define clear project missions early on to allow team members to work
together for common purpose.
 Arrange orientation sessions to allow team members to become familiar with each other’s working
style.

7.2 Poor Communication

The workplace can become a challenging environment if there is poor communication between team members. In
written communication, bad grammar, incorrect abbreviations/syntax can put the matters out of perspective. Out of
context verbal and nonverbal actions conveyed can lead to confusion. The Section uses E-mail and video
conferencing as one of the major sources of communication. However, these communication media fail to establish
a personal connection. Interruptions due to technical problems and/or software glitches may also cause unnecessary
complications.
The Section consists of people from diverse backgrounds who uphold varying perspectives on verbal and nonverbal
actions. Employees tend to hang out with other like-minded employees which can lead to grouping within a team.
This can lead to gaps in effective communication.
Steps to Take as Section Manager
 Encourage proof reading for all written communication
 Conduct meetings on a regular schedule and establish a feedback system
 Summarize each meeting’s content so that all members can understand and agree
 Use of simple words and terms is emphasized
 Introduce training programs to focus on building values of unity and promote good understanding
between employees from different backgrounds
 Break down differences in perception by promoting the culture of asking questions
 Group employees of diverse backgrounds together during brainstorming sessions to reduce cultural
barriers and improve communication

7.3 Lack of participation

If team members fail to complete their tasks on time or simply do not participate enough, it will lead to undesirable
impacts on the success of the project.
Steps to Take as Section Manager

 Encourage participation by keeping length of meetings short. This can result in getting the maximum out of
the participant’s focus and contribution
 Keep the presentation format dynamic. Use visuals, charts and diagrams to illustrate ideas. This will hold
people’s attention
 Assign responsible roles to each team member. This gives a sense of purpose and belonging to the team
member and therefore improves their participation. When team members have a stake in the discussion,
they will have vested interest in the work. It also paves way to encourage interaction among team members.
 Arrange monthly workshops on time management and other team building exercises that promote
participation

7.4 Lack of creativity

Lack of commitment and desire can lead to lack of creativity. When the group as a whole is unable to generate fresh
ideas, the Section would fail to turn unexpected outcomes into opportunities.

Steps to Take as Section Manager

 Conduct workshops that promote out-of-box thinking

 Conduct brainstorming sessions to generate new ideas and allow participants to express their views without
any fear
 Connect the project with a bigger picture to help generate creative views that are in line with the company’s
objectives

7.5 Personal Differences / Conflict

Teams are built around individuals that belong to diverse backgrounds and carry different biases, personalities and
views. If participants are unable to work through their personal differences, the group as a whole will find it hard to
achieve its objectives. As a leader, it is crucial to develop all individuals of the organization into a cohesive working
unit. Building internal relations is vital to control internal conflicts.

Steps to Take as Section Manager

 Encourage trust and cooperation among employees by promoting conflict resolution through techniques
negotiation and communication.
 Encourage team members to share information. Emphasize the importance of understanding and
appreciating various viewpoints in a conflict
 Clarify positions during a conflict or a disagreement. Encourage to list facts and investigate assumptions
underlying each conflict
 Give employees that are going through personal issues some time off to allow them to deal with their
personal matters
 Set up rules for the group to ensure efficiency and success. Simple directives such as every team member
should give feedback or every team member must have an assigned role can be set up by consensus.

7.6 Low Motivation

Employees may become demoralized if they do not meet their personal and corporate goals or if they are
unappreciated or disrespected. A demoralized employee loses interest in work and faces confidence issues. This
leads to reduced and low standard work output. In extreme cases, employee may even leave the company which can
affect the performance of the organization.
Steps to Take as Section Manager
 The Section Manager must recognize the contribution of each team member and that each individual has a
different threshold of expectations.
 Undertake annual or bi-annual employee performance reviews. Listen to what employees have to say and
what they would like to achieve.
 Value the achievements of employee and add to their confidence by conferring special rewards based on
their merits and contributions
 Involve employees in decision making in order to augment their sense of ownership and motivation
 Plan activities outside of work domain such as field trips to promote employee relationships

8. PLANNING FOR UNEXPECTED CHANGES

Unexpected changes at the Section can take up many forms. These can include the following:
 Death of an employee
 Employee disability
 Health or Personal issues such as divorce
 Management Errors
 Unexpected employee leaves
 Employee turnover
The Section Manager would address these issues by devising a contingency plan. The contingency plan would enlist
actions and their details when key operations are disrupted as a result of unexpected changes. In this regard, the
Section Manager would take the following steps:
 Generate inputs and ideas from all business stakeholders. This also includes members that might get
involved in the future.
 Identify risk management goals that are in line with the expectations set out for the Section. For instance, a
key risk management goal would be to reduce employee absences
 Establish a Risk Management framework for the Section using International Standards i.e using ISO
31000:2009 which is based on principles and guidelines on the implementation of Risk Management
 Due to the nature of the project, a simple qualitative risk analysis can be carried out to quickly asses which
risks are most critical based on likelihood and occurrence probability
 Prioritize risks based on the business objectives and their consequences. Determine the operating impact,
financial impact and legal impact for each risk event and generate a risk treatment option
 Revise, review and update the contingency plan throughout the length of the project.
In addition, the Section Manager would also be required to allocate an appropriate amount of Management Reserve;
used when an accepted or residual unexpected event occurs.

9. MINIMIZING DYSFUNCTIONAL ASPECTS AND DIFFERENCES

AMONG EMPLOYEES
9.1 Cultural Differences
The Section consists of people from diverse backgrounds and cultures. The Section Manager would need to take the
following steps in order to create mutual respect for different cultures:
 Include the acknowledgement of diverse cultures in Project Mission statement. This would induce a
positive reflection of the organization among the employees as well as outsiders
 Discourage stereotyping of different cultures by arranging information workshops
 Arrange group activities and assemble people from different backgrounds to achieve a common goal
 Create programs that internalize the cultural variety into organizational unit
 Post quotes and messages to promote respect for fellow staff members in working areas and Section
bulletin.
  Conduct regular meetings and other informative platforms in which the staff members are educated to show
mutual respect to different cultures and appreciate cultural diversity to maintain a desirable organizational
behavior
Cross-cultural conflict negotiations can be very useful to capitalize on different perspectives, priorities and values.
By taking the steps above, the Section Manager can enhance the performance and image of the organization.

9.2 Difference in Personalities & Behaviors

Difference in people’s behavior can be disruptive to positive group dynamics. The outcome is a group that is unable
to realize its goals and makes wrong decisions since group members are incapable of working together efficiently.
Examples of different personality / behaviors that the Section may experience can be of the following types:
 A staff member is very critical of other’s ideas. His skeptical approach is discouraging others to freely give
their opinions
 A staff member is not contributing to the group discussions
 Staff members lack direction and are unable to focus on their objectives due to weak leadership and
facilitation within the group
 A staff member is very dominant which causes other people to hold back their own ideas
 A staff member is inappropriately outspoken which disrupts group communication
 A staff member does not take discussions seriously
 Staff members are cautious of what others might think of them. This apprehension creates a negative group
dynamic that causes them to hold back their opinions
The Section Manager would need to take the following steps in this regard:
Break down Barriers
 Encourage debate and conflict on tasks rather than on people
 Break down communication barriers within the team. Make use of team-building exercises to help all staff
members to get to know each other.
 Introduce special orientation for the newly hired employees so that they get to know about the
organizational environment and their fellow staff members.
 Arrange corporate outings together to enable staff members to bond and connect. This also helps to
minimize the “Black sheep” concept (staff members turning against other members if they hold a negative
perception about them)
 Introduce psychological training techniques such as “Johari Window” to allow people to better understand
each other
Promote Communication
 Open up all sorts of communication channels for staff members to use. This includes the use of email,
meetings, face to face conversations etc. Encourage the asking of questions during group sessions.
 Employ various techniques to get opinions from all staff members. This can include the use of Crawford’s
Slip Writing Technique
Pay Attention
 Pay attention to changes in group behaviors
 Explore new ways of promoting harmony, trust and cooperation between employees
 Ensure that each employee has access to comments and suggestions as well as review and feedback system
 Encourage employees to discuss their problems or share them anonymously

9.3 Organizational Dysfunctional Aspects

The dysfunctional aspects of the Section include:
 Lack of Consensus: Team members carry a different view of problems and their root causes. Sometimes
consensus differs on priorities of matters
 Lack of Commitment & Interest: Missed deadlines and making little or no contributions in group work
are some of the symptoms that can be caused by low morale and lack of commitment.
  Lack of Accountability: Absence of appropriate feedback systems as well as constructive criticism leads
to reduced accountability which in turns results in unmet project goals
 Lack of Trust: Staff members lack trust and do not rely on each other for managing responsibilities.
Misunderstanding may be created by lack of communication

Steps to take by Section Manager

 Facilitate discussions to get all staff members involved in policy making and building consensus. This can
be done by providing complete information regarding project, avoiding decisions that are “winner takes
all”, employing a broad range of communication channels and focusing on interests and mutual problems
instead of personal agendas.
 Select individuals that are invested in the project and are motivated to make a sound contribution
 Identify non-performing staff members and schedule face to face meetings with them to help and support
them with their struggle
 Conduct performance reviews to assess the motivation level of the staff members.
 Measure team progress to highlight employee strengths and weaknesses
 Acknowledge contributions of all staff members and communicate effectively
 Provide clear roles and assign ownership of each task
 Conduct team building activities

10. COMMUNICATION CHALLENGES IN THE CONTEXT OF THE

PROJECT
10.1 Establishing a Communication Chain of Command
It is very important to develop a structure for Communication in the Section. The Section Manager must carefully
chalk out a communication plan that simply defines who reports to who. This is critical to ensure that all formal
documents, change requests, contractual documents and other information receive proper authorization and all
changes are documented and reported through proper channels. Establishing a clear system of communication
ensures that the information is getting to the right people.

10.2 Availability of Resources

The Section Manager would need to ensure that there is availability of technology to facilitate communication. The
technology must be accessible and available to the members throughout the entire life cycle of the Project

10.3 Protecting Confidential Information

The Section Manager would need to identify how sensitive information would be delivered and what additional
security measures would need to be taken. For instance, the employee feedbacks would need to be encrypted so that
it is not accessible to all the other staff members.

10.4 Resources allocated to Communication activities

Based on the type of Project, the Section members would engage mostly through meetings. The Section Manager
would need to take this into account and allocate a sizeable budget to ensure that all members have access to
interactive media devices and other equipment used in meeting rooms.
11. MID-PROJECT REVIEW MEETING
A draft agenda for mid project review meeting is given below:

Mid-Project Review Meeting

Project Title: Special Employee Development Program for Housing Scheme Project in Lahore City

Scheduled Meeting date: 02 April, 2017

Meeting time: 1100 hrs -1500 hrs

Meeting location: Conference Hall, 6th Floor, AWT Plaza, Mall Road, Saddar, Rawalpindi, Pakistan

Contact person: Section Coordinator: xxxx.xxxx@awt.re.edu.pk

Meeting Agenda
 Review project performance information in schedule and budget such as Schedule
Performance Index (SPI), Cost Performance Index (CPI), Budget at Completion (BAC) and
Forecast budget at completion
 Analyze quality performance by reviewing employee feedback comments and reviews during
the Development Program
 Discuss Program work plan, goals and objectives
 Briefing on department’s staffing requirements and other change requests

Schedule of Activities

1100 hrs - 1130 hrs: Welcoming & Introduction

1130 hrs - 1300 hrs: Presentation on Project Progress to Date & Forecasted trends using Earned Value
Management Tools

1300 hrs - 1330 hrs: Break

1330 hrs - 1400 hrs: Presentation on Program Highlights & Lowlights

 1400 hrs - 1430 hrs: Discussion Session

1430 hrs - 1500 hrs: Formal written finalization of Meeting Summary Points

12. PROBLEM SOLVING TOOLS

12.1 Ishikawa Fishbone Diagram
A Fishbone diagram can identify root causes to problems and aberrant behaviors. It helps to get to the bottom of
events to prevent recurrence. Using a Fishbone analysis with the ‘5 why’s technique’ (Asking questions 5 times to
reach to the source of problem) is a good way to identify the true drivers of behaviors.
In the context of the project, the Fishbone diagram can help the Section Manager to investigate:
 Why an employee has been unable to learn new technical or interpersonal skills?
 Why challenges have arisen in the Development Program?
 What sequence of events leads to problems in the Project?
 What process defects co-exist with a central problem?
 Multiple casual factors contributing to a single error in process flow

12.2 SWOT Analysis

A SWOT analysis consists of determining the strengths, weaknesses, opportunities and threats to the organization.
In the context of the project, the SWOT analysis can help the Section Manager to determine:
 Positive and negative aspects of the Development Program and potential corrective actions
 Opportunities to enhance and modify Program features that can result in increased employee productivity and
development
 Pathways to mitigate potential threats in the form of employee lack of trust, technology limitations and
economic issues

13. PLANNING & PERFORMANCE MANAGEMENT PROCESSES

13.1 Keeping Project on Track
As a mid level Section manager, the following is to be done to keep the Project on track:
 Carry out regular performance reviews in order to measure and compare actual start and finish dates with
the projected dates
 Carry out Trend analysis to assess existing Program outputs
 Measure performance to date and comparison to future goals using graphical analysis
 Develop a network of Project activities using Critical Path Method (CPM) and tracking the project progress
along the critical path
 Sending out regular emails and push notifications to obtain Program status updates

13.2 Making Staff aware of Critical Responsibilities

As a mid level manager, the following can be done to make the employees aware of their critical responsibilities:
 Introduce an orientation session for all newly hired employees
 Chalk out a Values Charter for the Section. The Values Charter will be applicable to all the staff of
Planning Unit Section and integrates the compliance to corporate regulations and abiding by of rules of
conduct
 Document the critical roles and responsibilities in a Responsibility Assignment Matrix (RAM). It is a grid
that shows the project resources assigned to each work package. This type of responsibility matrix shows
illustrates the relationships between activities and the Section staff
14. OCCUPATIONAL HEALTH & SAFETY
One of the biggest aims of the Employee Development Program is to develop effective workforce skills. These skills
directly affect the health and well-being of the company as well as each individual. The Section Manager would
need to take into account that Occupational Health and safety training is a critical component of the Program. It is
not optional as the employer is responsible for providing health and safety information and training to the
employees.
Occupational Health and Safety Training at work is a continuous process. However, the Section Manager would
need to ensure that Health & Safety controls are reconsidered specially when:
 New employees are hired
 New equipment or machinery is procured
 Employee roles change
 Change in Health and Safety regulations that would affect the construction industry
 An accident or injury has taken place at work
The employees are also expected to follow the instructions about health and safety and comply with all the health
and safety policies already in place. The employees must also report any incident that may lead to health or safety
hazard.

14.1 Responsibilities as a Mid-level Manager

As a Section Manager, the following may be expected:
 Provide a safe working environment for all employees
 Provide safe systems at work
 Provide safe working equipment at work
 Provide information as well as training and supervision to ensure that all employees are safe from injury
 Detect change scenarios and provide instructions to employees who could be put to risk as a consequence
of change

14.2 OHS Training Plan

Before devising the Occupational Health & Safety Plan, the Section Manger should
1. Analyze the Working environement
2. Assess the type of roles and activities that the employees are expected to perform.
3. Evaluate the current approach to OHS at work
4. Identify the recruitment procedures at workplace
5. Forecast changes in working conditions and making predictions how these could affect employee health
and well being
The Section Manager would then need to put the following simple training plans in place:
Informal Training
The Section consists of many workers that have been working at the same place for long periods. These experienced
workers can provide informal training to others at work. However, in order for such a training to be effective, the
experienced workers would also need to undertake teaching sessions from a certified Health & Safety Trainer to
develop the skills to teach others.
Formal Training
 Certain roles such as forklift operator require a license or official certificate to carry out tasks. The Section
Manager can identify such roles and conduct formal training session leading to formation of fully licensed
employees
 Conduct health and safety courses accredited by the Health and Safety authorities of the State
 Conduct short courses for employees with non-English speaking backgrounds to provide an introduction to
basic safety principles
 Include Health and safety modules in vocational and professional courses that are part of the Employee
Skill Development Program
 Provide Special induction training course on Health and Safety to newly hired employees
14.3 Recording Formal Training Sessions
As a Section Manager, keep records of all the training exercises that have taken place. This can include keeping
record of:
 Name of employee undergoing health and safety training
 Date and Time of Training Session
 Topics covered during Training Session
 Length of the Training Session
 Feedbacks

15. FAIRNESS & EQUITY

According to the Equity Theory (Adams, 1976), employees are motivated to maintain fairness in relationships with
other employees when they are treated with equity
15.1 Internal Wage structure
The employee pay can be a powerful motivator and the Section Manager may use it as a management tool.
However, it is also considered a measure of individual social status. The Section Manager would need to collaborate
with Human Resource Department to make sure that pay is tied to performance and does not cause worker
dissatisfaction. The external pay equity would need to be administered so as to provide wages that are fair relative to
those working in a similar capacity outside the organization. Similarly, the internal pay equity involves comparisons
with other workers of the same Section.
15.2 Equal Opportunity
The sense of fairness can erode quickly in the Section if recognition is given unequally. All job promotions must be
treated fairly and regular feedback must be provided to all employees. The Section Manager can setup a “Fair
Appeals Process” that ensures that grievances of all employees are heard by the management and that the
organization carries an “Open door” policy for all its members.

15.3 No Discrimination
The Section Manager must ensure that employees are not unfairly dismissed or discriminated against and are treated
with respect and dignity. According to Gordon Allport (1958), employees sequentially move towards higher degrees
of discrimination and segregation if negative behaviors are not addressed in early stages.

16. CHANGES IN BUSINESS & ORGANIZATIONAL ENVIRONMENT

Changes in the Section can be of several types. Expected changes are those changes that are anticipated beforehand
and are therefore easier to implement. Unexpected changes can also occur. For instance, inclement weather can
prevent a particular outdoor training exercise to be postponed.

The Section can undergo changes in information technology facilities, downsizing of employees, developing of new
skills or shift of power.

Role of Section Manager

Leadership Style
Goffee & Jones (1996) have listed four different kinds of strategic leaders in response to changes in environment:
 Domain defender: Detects no uncertainty in organizational context; Makes little or no response efforts
 Reluctant Reactor: Detects small amount of changes in organizational context; Only makes response effort
if forced to so
 Anxious Analyzer: Detects a good amount of changes in organizational context; Makes response efforts
after competitors develop response strategy
 Enthusiastic Prospector: Continuously detects changes and lots of uncertainties; Experiments with potential
responses to change trends
The middle level Section manager would need to adopt the “Enthusiastic Prospector” style of leadership in order to
survive the transformations and prosper in the long run.
Develop Change Detect Mechanisms
As a middle level manager, developing a high number of sensing networks within the Section can lead to success.
These networks would consist of information sources spread throughout the Section that would detect aberrations in
processes and/or make predictions about potential changes
Select Right Change Metaphor
As a Section Manager, choosing the correct expression of translating a change process can work wonders. Goldberg
(1997) states that an appropriate metaphor used for a transformation process is more likely to connect and motivate
people
Communicate & Discuss Change Processes
The Section Manager should expand the discussion on existing and anticipated uncertainties with the employees to
gather a greater clarity around the issues. Communicating also gets people to talk about the change processes. Such
discussion can begin to shape their expectations about problems and solutions (Goodfellow, 1985)
Prepare for the unexpected
All business transformation will not go according to the plan. The Section Manager will encounter unexpected
employee reactions, unanticipated resistance to change and external environment variables. The best way to manage
such a situation is to continually assess the impact of such changes. Creating a list of “What if” scenarios to allocate
contingency resources can maintain momentum and drive results.
17. CONCLUSION
In summary, the document explains in detail how a middle level manager can drive changes within his working
domain to create an effective and productive workforce. The document in the first part explains the organizational
scenario of a middle level management unit that is undergoing business transformation. The leadership challenges in
business context are outlined for the stated scenario. The document also reflects on different leadership models that
a middle level manager must apply to induce positive changes in his working domain. Additional important
challenges that the Section can face are also explained in detail. These include team building issues, planning for
unexpected changes, minimizing dysfunctional aspects in the Section, communication challenges in the context of
the stated project and occupational health and safety tasks. The Section Manager can employ several problem
solving tools to identify the requirements of workforce and Section. The document states several planning and
performance management techniques that can address the challenges which can arise in the context of the project.
REFERENCES
Adams, J. S., & Freedman, S. (1976). Equity theory revisited: Comments and annotated
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Allport, G. W. (1958). The nature of prejudice: Abridged. Doubleday.

Goffee, R., & Jones, G. (1996). What holds the modern company together?. Harvard Business
Review, 74(6), 133.

Goldberg, A. E. (1997). The relationships between verbs and constructions. Lexical and
syntactical constructions and the construction of meaning, 383-398.

Goodfellow, B. (1985). The evolution and management of change in large organizations. Army
organizational effectiveness journal, 1, 25-29.

Graeff, C. L. (1983). The situational leadership theory: A critical view. Academy of management
review, 8(2), 285-291.

Ignore, H. (2009). Managing behind the scenes: A view point on employee empowerment.
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