Managing Change

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20Twenty Leadership for Construction Assignment Cover Sheet

Please submit your assignment to Suzanne Jones sjones@cardiffmet.ac.uk. Please copy Dr Nick Clifton nclifton@cardiffmet.ac.uk

Student ID Number | 20039580|
Student Name| Kevin Dean|
Assignment Title| “Leadership is the most important factor in Managing Change” Analytically Assess this Statament | Date Submitted | 8th March 2013|
Cohort Number | |
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** Mitigating Circumstances ***If you require an extension or mitigating circumstances please state your reasons in the box opposite. ** | | To add your details and to do this, you need to double click somewhere near the existing header. The header box will then open and you can type in your details.

“Leadership is the most important factor in Managing Change” Analytically assess this statement

NameKevin Dean
Student No 20039580
Course 20 Twenty Leadership 2012 / 2013
Date8th March 2013

This essay discusses that leadership is the most important factor in the change management process and covers the reasons for the acceleration in change process; the reasons for failure and how to succeed and gain a competitive advantage within the construction industry for the 21st century.

The pace of change has accelerated to a significant pace in organisation over recent years. Changes in external environment have brought about the need for organisations to adapt their internal attitudes, strategies, structures and operations to meet the demands of new external conditions (Craig et al 2005). The construction Industry is no exception to this rule and in July 1994 Sir Michael Latham was commissioned by the United Kingdom government and industry organisations to review procurement and contractual arrangements in the UK construction industry, aiming to tackle controversial issues facing the industry during a period of lapse in growth as a whole. Latham (1994) identified industry inefficiencies, condemning existing industry practices as 'adversarial', 'ineffective', 'fragmented', 'incapable of delivering for its clients' and 'lacking respect for its employees'. He urged reform and advocated partnering and collaboration by construction companies. A key concept was that through teamwork the construction industry could delight its customers. Latham made recommendations to change industry practices, to increase efficiency and to replace the bureaucratic, wasteful, adversarial atmosphere prevalent in most construction projects with one characterised by openness, co-operation, trust, honesty, commitment and mutual understanding among team members.

The Latham report advocated partnering including the concepts of teamwork between supplier and client, and of total continuous improvement. It requires openness between the parties, ready acceptance of new ideas, trust and perceived mutual benefit (Latham 1994), none or very little was being done prior to 1994. In 1998 Sir John Egan further developed the Latham report and identified five key drivers of change for improving the UK construction industry, committed leadership; a focus on the customers need; integrated processes and teams; a quality driven agenda, and commitment to people (Egan 1998). Having put the client's needs at the very heart of the process, (Egan 1998) advocated an integrated project process based around four key elements, product development; project implementation; partnering the supply chain, and production of components. The work of Egan was further developed in 2002 and he debated that by working together the construction industry could create accelerated change leading to improvements in the construction industry (Egan 2002). This involved greater client leadership with an emphasis the potential importance of information technology in achieving greater integration throughout the supply chain.

Prior to the global...
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