Managing Change in Organization

Assignment Task 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 HIGH IMPORTANCE Box A .James Hardy .Andrew Jenkins .Akash joshi .Atif Mehmood .Jennifer Gardner .Andy Peter .Amy Myers . Mark Caine Box B LOW INFLUENCE

.Daisy Jenkins .Dave Pod . Rob Stevens .Arthur Robinson

DEGREE OF IMPOANTANCE

Box C

Box D

.Nexus Properties .Residential clients .Lloyds Bank

.Tina Lee

LOW IMPORTANCE

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Placing JSP Stakeholders In The Matrix ( India)

DEGREE OF INFLUENCE HIGH INFLUENCE HIGH IMPORTANCE Box A .James Hardy .Andrew Jenkins .Akash Joshi .Atif Mehmood .Jennifer Gardner DEGREE OF IMPOANTANCE Box C .Ranjit Parmer Box D .John Dep .Nadia Din .Jean Reeves .Andrew Booth Box B LOW INFLUENCE

.Commercial clients .Lloyds Bank

.Ruth Daniels .Jamie Tong

LOW IMPORTANCE

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Placing The JSP Stakeholders In Grid (U.K) Box A . Andy Peters .Dave Pod .Daisy Jenkins .Rob Stevens .Arthur Robinson POWER Box B .James Hardy .Atif Mehmood .Jennifer Gardner .Mark Caine .Amy Myers

HIGH

Box C

Box D .Nexus Properties .Andrew Jenkins .Akash joshi . Residential Clients

.Tina Lee .Lloyds Bank

LOW LOW INTEREST HIGH

Placing The JSP Stakeholders In Grid(India)

Box A HIGH .John Dep .Nadia Din .Jean Reeves .Andrew Booth POWER Box C

Box B .James Hardy .Atif Mehmood .Jennifer Gardner .Ranjit Parmer

Box D .Commercial clients .Lloyds Bank .Andrew Jenkins .Akash joshi

.Jamie Tong .Ruth Daniels

LOW LOW INTEREST HIGH

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

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Name James Hardy Atif Mehmood Jennifer Gardner Amy Myers Ranjit Parmer Mark Caine Andy Peters Andrew Jenkins Akash Joshi Daisy Jenkins Nadia Din Matri Boxe x s Dave Pod John Dep A

Designation Managing Director Finance Director Project Director H R Director Marketing Director Operations Director Sales Director Investor Investor Marketing Manager Operations Meaning Manager Regional Manager

Employmen t with JSP 9 years 9 years 9 years 3 years 8 years 6 years 2 years 3 years 5 years 2 years

Offered Location INDIA/UK INDIA/UK INDIA/UK UK INDIA UK NO Location INDIA/UK

Matrix

Grid

B A

A A

A D

INDIA/UK UK INDIA Reasons UK

Stakeholders who stand to o Mostly this box of Matrix covers Shareholders, Investors and Directors of B A INDIA lose or H.R Manager project 6 years company. gain from the the & whose actions can affect Rob Stevens the progress of project. Construction 4 years UK o These Stakeholders and the company both are closely related with Manager each other, they are Decision makers of JSP because they have their shares in JSP ( James Hardy 60%, Atif 20%, Jennifer 20%). Their profit Arthur Robinson Construction 7 years UK depends upon their Shareholding so if they will take any wrong decision it Manager will not only affect Companys progress but also their own profit. Construction Manager Construction Manager 6 years

Jean Reeves Andrew Booth B Ruth Daniels

INDIA Their actions highly influence the companys progress and their profit depends upon companys success (mostly they are decision makers). INDIA Company and these stakeholders are closely related with each other.

5 years o

Stakeholders who stand to 2 years o This box involves those Stakeholders who are at the Management level. Assistant Training INDIA lose or Manager the project gain from But whose actions cannot o Their incentives and other benefits depend upon Companys performance so D C Tina Lee Training Manager 3 years UK affect the progress of the Companys success is important for them. project.Payroll Assistant Jamie Tong 1 years INDIA o Their influence varies according to the delegated authority and position (E.g. Nexus Properties UK Marketing & Regional Managers have more authority than Construction (Client) Managers so they have more influence). Commercial clients INDIA D C Stakeholders who do not o This Box covers Lloyds bank (who givesC credit) & Clients (who invest in stand to lose or gain much Properties). Rsidentiel Clients UK from the project But whose actions can affect the o These Stakeholders have high influenceC because if Bank will not give credit or Lloyds Bank INDIA/UK Note : Lloyds Banks progress of the project. Clients will not invest in properties for JSP then it will position is different in both affect effective functioning (source of risk) or progress of JSP. the Grids (India & UK). o INDIA : D o Company has low importance for them because if Company will :not perform o UK C well, it will affect neither Clients nor Bank. D Stakeholders who do not stand to lose or gain much from the project & whose actions cannot affect the progress of the project. o o These are least involve stakeholders in the company.

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This box mostly covers lower level management and executives.

G rid

Box es A

Meaning High Power & Low InterestWe Should try to keep them satisfy. o

Reasons Top level Management comes in this Box because Managers have high power to manage the things in their particular field. o 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 his performance (targets not met) & future plans (might change sector) shows that he doesnt have much Interest in the project and there is no offered location for Andy Peter because of his insufficient experience &performance for this post.

High Power & High InterestWe must keep them satisfy.

o This box mostly includes shareholders and directors. o If the Company is growing then Shareholders gain profit according to their
o o Shareholding so they have high interest in the Company. 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. These stakeholders are Decision Makers so they have high power in the company.

Low Power & Low InterestKeep monitoring but do not make much effort.

o They do not have decision making power. o Mostly covers lower level management. NOTE: Although Lloyds bank gives credit to JSP but because of present conditions it is Showing less interest in giving loans/credit so in the U.K Grid Lloyds Bank is in this Box. These are investors. They show high degree of interest in the company because their profit & loss depends upon companys performance. NOTE: Lloyds bank is showing positive interest in Indian property market and willing to provide huge amount of loan for Indian property market. o o

Low Power & High InterestKeep them informed about the issues, sometime they can be very useful.

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Task 4 (c)

The engagement methods is to be used for identifying stakeholders

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Name Of The Employee James Hardy Atif Mehmood

Current Position in JSP

Engagement Method to be used o They are Decision makers of the company who develops a number of scenario plans, analyzes the outcome and builds an action plan like they did through the board meeting ( whether JSP should move to India or not).

Managing Director

Finance Director Combination of scenario analysis and Meeting

o This method is used to monitor complex & uncertain issues,

where Decision making is generally based on non-measurable factors and where it is important to establish a link between key stakeholders for the future planning

Jennifer Gardner

Project Director

o .This will help them to identify stakeholders to be involved in the

project (like they discussed in the board meeting whom they should 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 organisation method or meetings

Amy Myers Ranjit Parmer Nadia Din Dev Pod Daisy Jenkins Mark Caine John Dep Rob Steven Arthur Robinson Andrew Booth Jean Reeves Tina Lee Jamie Tong Ruth Daniels Lloyds Bank Nexus property plc & other clients Andrew Jenkins Akash Joshi

Human Resource Director Marketing Director Operation Manager Regional Manager Marketing Manager Operation Director Human Resource Manager Construction Manager Construction Manager Construction Manager Construction Manager Training Manager Payroll Assistance Assistant Training Manager Principal Banker Clients Meeting Private Investor Private Investor Formal organizational position /role

Mostly directors are the decision makers & the employees who are at management level are experienced so their views and opinions can be beneficial for the company.

o Employees who have enough experience in JSP can perform in

informal way and Decision makers can discuss the project in informal way because they are familiar with the companys working environment. They are selected according to their values, beliefs, leadership style, attitude, behavior, organization culture, power & informal grouping (e.g. Ranjit Parmer is working for JSP from 8 years & his leadership skills are Excellent with excellent performance so he can perform or discuss the project in informal manner).

o But the employees who have less experience will follow formal
way & decision makers will discuss formally (e.g. Although Amy Myers is H R Director but she is working for JSP only from last 3 years which is comparatively less & Dave Pod has 2 years experience with JSP so they will work or discuss in formal manner). . o This describes the formal and informal elements of the organization.

They are investor, money lenders or the financier of the company. Decision makers (directors) of the company discuss the project plan in the meeting with them, which can be beneficial for the future financial issues of the company.

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Task 5 (a)
Suitability of Matrix & Grid used for identifying appropriate stakeholders Task 4(a) involves Influence-importance matrix and power-interest grid, which are the power tools to identify key stakeholder, their influence, importance, power and interest in the organization. Every tool has their strengths and weaknesses which differ from user to user. (E.g. User-Human elements Tools people looking for result). Matrix: An influence importance matrix shows (strengths): o It helps us in selecting the Key Stakeholders who are important in changing process because it Stakeholders who are in Box A are the strongest Stakeholders, those who are in Box B have low shows who has more influence and importance in the company.

o o

Influence but high importance and Stakeholders who are in Box C have high Influence but low Importance. 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.)

Importance of the company for stakeholders (how much companys progress affects them). 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): o 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).

o o

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. Level of Power and Interest vary in each Box according to the positioning of Stakeholders (e.g.

James Hardy is in the top right hand corner of Box B then Atif and Jennifer comes which shows that James Hardy has more Power and Interest than other Stakeholders so he is the strongest Stakeholder ). Using these tools (matrix & grid) on regular intervals help us to understand who the Key Stakeholders are and whom we should involve in selection or project design & implementation process so in this way it helps in smooth decision making process.

Weaknesses:

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o o

The person who is using these tools must have expertise in using them. 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).

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

Sometimes it is time consuming.

Task 5 (a) ii

Suitability of engagement method used in task 4 (c)

Engagement methods used to identify the stakeholders are best suitable methods to gather or deliver information among the stakeholders because they are used according to the power, importance, influence, interest, structure, performance qualities etc. Following three Engagement methods are used to identify the key stakeholders of JSP:1). Combination of Scenario and Meeting (Board Meetings) 2). Formal & Informal Methods 3). Meetings These Engagement methods give some information which helps in identifying stakeholders so these are strengths of Engagement methods. They are as follows:-

1.

How Stakeholders want to receive information or want to discuss the projec t e.g. informal organization method is

used for those stakeholders who have enough experience with JSP with good leadership quality like Ranjit Parmer and scenario analysis & meeting is used for Decision makers and strongest stakeholders who develops scenario planning for the effective functioning of the company

2.

What

financial

or

emotional

interest

do

they

have

in

the

outcome

of

work

(e.g. Mr. James Hard -owner and MD, Atif Mehmood-finance Director and Jennifer-Project Director of the company are attached emotionally and financially with the company and has a positive interest in change in the JSP).

3.

Their opinions for organization change : e.g. Stakeholders give their opinions in the meetings (Board meetings,

formal & informal meetings) like in the Board meeting of JSP James Hardy mentioned that JSP should move to India then Atif and Jennifer shared their opinions for JSPs Indian operation.

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4.

What motivates them : Selecting a best Engagement method means best way of communicating or discussing

issues with the stakeholder. If it is suitable for him then it motivates him to present his views & he feels himself as an important part of company.

5.

Discuss Major Issues : Through Engagement methods we can discuss major issues which may arise in the

company like JSP did in Board Meeting (discussed about JSPs Indian operation). Engagement methods used to identify the stakeholders are best suitable methods to gather or deliver information among the stakeholders because they are used according to the power, importance, influence, interest, structure, performance qualities etc.

Task 6 (a) & (b)

Push and Pull strategies that could be applied to JSP stakeholders to move operation to INDIA

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Name Of the Stakehol der

Current Position in JSP

Locati on Offere d

Secto r Expe rienc e

Propose d Designat ion

Strategy Push/Pul l

Reasons

Required Information

o Managing director and founder

of the company: He is strongest Stakeholder in JSP (according to Matrix), has 60% shares (his profit depends upon his shareholding) so he is the final Decision Maker and Companys progress depends upon his rational Decisions. His involvement is essential in every operation of JSP.

James Hardy

Managin g Director

India

21

Managin g Director

Pull

Relationship with other directors.

o Director and 20% Shares in JSP:

So he has right to present his views and to take Decisions with the consent of James Hardy and he has been responsible for all the financial aspects of JSP so he is a major part of JSP. He is familiar with the Indian property market. Outstanding performance & Leadership.

Atif Mehmood

Finance Director

23 India

Finance director

Pull o o

o Knowledge of o Director and 20% Shares in JSP: Indian property Jennifer Gardner Project Director India 30 Project Director Pull o So she has equal rights like Atif and an important part of JSP. Outstanding performance & Leadership. o o market. Preferred location to work Desired role

o Known Market: He is familiar

Marketin g Director with Indian property market has property related contacts in India and he is willing to move to India. With Marketing he would be handling Sales department also because Andy Peter is already under performing so it is difficult for JSP to appoint Andy Peter as a Sales Director for Indian Operation.

o o o o

Qualifications Knowledge of Sales Desired role Way of working (formal/informal)

Ranjit Parmer

India

18

Sales & Marketin g director

Pull

o He has worked as a HR Director in

a large multinational company until eight years ago so he is aware about the responsibilities of H R Director and Amy Myers is handling UK operation so he would be handling Indian operation as an H R Director. He is interested in working abroad at H R Director Level. 35 years experience in his sector. Willingness to relocate with good package and designation o o Remaining period of retirement. Familiarity of Indian Property market.

John Dep

HR Manager

35 India

HR Director

Pull o o o

Mark Caine

Operatio ns Director

3 India 0

Operatio ns Director

Pull

o He is familiar with the Indian Page 12 ofproperty market so for some time 21

with UK property market he would be handling Indian operation also until new experienced person is

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.

Risk Assessment List: Ratings (1-10) of probability and consequences for each event (1=Low,
10=High). Event Probability
7-8 2-3 3-4 2-3 3-4 6-7

Consequences
8 9 5 5 4 3

11. New and more flexible competitor entered in the market or

existing competition. 12. Loss by fire or other accidental events and Accident of any board of Director. 13. Large investor doesnt want to continue the contract and denying investing anymore. 14. Value of property is reduced in your particular area. 15. Financial Shortfall. 16. Employee quits the company.

In the 1st event probability of entering a new and more flexible competitor in the market is 7-8 and the consequences which JSP will face are 8. Rest of the events also follows the same procedure and the ratings of probability & consequences which are given on the scale of 1-10 (low to high). Risk Matrix -: Risk Matrix shows suitable strategies for the risk events. Events in box A & Box C come under Retention strategy, Box B Avoiding strategy and Box D Transfer strategy.

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HIGH (10)

Box A RETAIN

Box B AVOID

1.

6.

Probability

Box C RETAIN

Box D TRANSFER

5.

3. 4.

2.

LOW (1) LOW (1)

Consequences

HIGH (10)

(Placing the Events into Risk Matrix)

To face these risk events in future JSP should follow following strategies -: 1). Avoiding strategy Event 1 comes under this category which is New & more flexible competitors

entered in the market. This event will result into decrease in sales which will lead to decrease in profit and cash flows. According to this strategy there should be succession plan to avoid or reduce the negative consequences. JSP can include following points in their succession plan-

Customer service -: JSP can provide additional customer service to maintain the sales volumes like Maintenance of property for a certain period.

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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 when the 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 eventsFinancial 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 only on 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 India because Indian market is less affected by the Recession and its property sector is booming. For selecting the staff for Indian 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 the basis of delayering is the performance, interest, experience, future plans and knowledge of market. So JSPs new

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structure is less bureaucratic flat structure. In this structure strongest Stakeholders (according to Influence-importance Matrix & 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

Name James Hardy

Retain/ Dismiss Retain

Designat-ion Managing Director

Proposed Designation Managing Director

Reason

o Owner of the Company with 60% shareholding:

final Decision Maker of JSP and his involvement is e because Companys progress depends upon his De

Amy Myers

Retain

H R Director

H R Director

o She has good experience in H R and John Dep (H R moving to India so her presence in H R department i UK operation. o Wants to stay in profession.

Mark Caine

Retain

Operations Director

Operations Director

o He possesses number of strengths in directing UK o o Wants to remain in the U.K in the same sector. o Nadia Din (Operations Manager) is moving to India s is essential In UK.

o Strongest Stakeholder and 20% Shareholding: Sh

top three strongest Stakeholders for JSP with James (according to Matrix & Grid). Jennifer Gardner Retain Project Director Project Director

o So she has Decision Making Power (Companys pro

upon her vision and decisions & her profit depends u companys Progress)

o So she is an important part of JSP in UK operation a

o Strongest Stakeholder and 20% Shareholding: H

Atif Mehmood Retain Finance Director Finance Director

three strongest Stakeholders for JSP with James Ha Jennifer (according to Matrix & Grid).

o Companys success and his profit are closely related

o So his involvement is essential for UK operation of J o Daisy Jenkins Retain Marketing Manager Marketing Director o Excellent in her current role.

o Daisys analysis & strategic insight has been good.

Ranjit Parmer is moving to India so her involvemen Marketing for UK operation so now she would work Marketing Director of UK. He wants to remain in U.K.

o Dave Pod Retain Regional Manager Regional Manager

o So he will support to the new sales Director becaus

will no longer work for the company. o His performance is outstanding.

Rob Steven

Retain

Construction Manager

Construction Manager

o He wants to remain in the sector (in U.K).

o o

Arthur

Retain

Construction

Construction Manager

Wants to remain in the sector (in UK) Two Construction Managers (Jean & Andrew) are m so he will stay in UK and support to Rob.

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Robinson Tina Lee Retain

Manager Training Manager Sales Directors Training Manager (HR Team) o o o o

Ruth Daniels (Assistant Training Manager) is movin her involvement as a Training Manager is essentia operation.

Andy Peters

Dismiss

His underperformance ( targets not met) Informal way of working 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 their performance, 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 selected with the help of Push & Pull Strategy. Strongest Stakeholders (James Hardy, Atif, Jennifer) whose involvement 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 task 6(a) in Push & Pull strategy.

Task 7(b) Organizational chart of delayered JSP (U.K)

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Managing Director 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

Training Manager Tina Lee

Regional Manager Dave Pod

Marketing Team

Operations Team

Construction Managers (Rob Stevens) (Arthur Robinson)

Accounts Team

Sales Executives

Site Manager

Mortgage Team

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Organizational chart of delayered JSP (India)

Managing Director James Hardy

H R Director *John Dep

Sales & Marketing Director Ranjit Parmer

Operations Director Mark Caine

Project Director Jennifer Gardner

Finance Director Atif Mehmood

Training Manager *Ruth Daniels

Payroll Assistant Jamie Tong

Sales Team (15)

Marketing Team (8)

Operations Manager Nadia Din

Construction Managers (Jean Reeves) (Andrew Booth)

Accounts Team (2)

Operatios Team (3)

Site Manager

Mortgage Team (3)

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 promoted for Marketing Directors position because of her excellent performance, analysis and strategic insight. Weaknesses: Competition in the market, recession and de-layering in some departments

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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 have strong 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 only handling 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 who is responsible for Decision Making).

which reduces unnecessary delays (In this structure every department has Director

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

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.

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