The Trophy Project

Topics: Management, Project management, Strategic management Pages: 17 (5219 words) Published: June 13, 2012
Table of Contents

Executive Summary2
1The Major Problems in the Case3
1.1Problem Analysis3
1.2Lack of Organisational Strategy3
1.3Poor Leadership4
1.4Lack of Learning5
1.5Lack of Systems6
1.6Poor Communication6
2Leadership at the Top and Functional Management Levels of the Organisation7
3Reichart’s Leadership and Managerial Abilities10
3.1There is no blame11
3.2A Shift of Mind11
4Recommendations Regarding Transformation and Change to Ensure Effective and Efficient Functioning of the Organisation12
4.1Managing Organisational Change13
4.2Apply Leadership14
4.3Design Effective Organisational Structure16
4.4Managing Resistance to Change17

Executive Summary
While analysing the case study of the Trophy Project the findings will show the major problems identified and to determine the root cause of the problems. The findings will show how the lack of leadership has resulted in poor or no organisational strategy. Through analysing the lack of behavioural, structural and operational strategy we see the effect it has on the overall organisation and its inadequacies’. It will show the importance of these strategies together with effective leadership and how executing the strategic goals in an integrative manner can lead transformational change, continuous improvement and the building of a learning organisation.

The group identified the major problems within the Trophy case as the absence of effective leadership, the dearth in communication, the lack of organisational strategy with the lack of a behavioural strategy have the most negative impact on the organisations growth and success. The organisation needs some radical changes in order to survive within the rapidly changing customer driven economy. The recommended changes will ensure that style of leadership will assist with achieving organisational success and the structure of the organisation will support a cross functional integration of activities that will stimulate a culture of trust and learning. With the application of continuous improvement knowledge transfer, increased quality of service and products will be produced. Due to the increase of knowledge and correct management of communication, the organisation will be in a position to transform and react quickly to the emergent environmental demands and changes.

In order for this organisation to transform and change the executive management need to lead and not direct, they need to have a passionate attitude and exude positivity; they need to inspire change and empower their employees while building relationships and mentoring employees in their career growth and personal development. The actions of a leader should represent the strategic initiatives of the business and promote the clear understanding that people’s behaviour is a key success factor to achieving the organisations strategic objectives.

1 The Major Problems in the Case
1.1Problem Analysis
Table 1.1: Major Problems Identified
Problem Number| Major Problems Identified| Behavioural67%| Structural25%| Operational8%| 1| Dearth of Communication| √| | |
2| Lack of Trust| √| | |
3| No evidence of Strategy| | √| |
4| Lack of Top Management Support| √| | |
5| Lack of Company Policy and Procedures| | √| |
6| Poor Customer Focus| √| | |
7| Incorrect Human Talent Recruited| √| | |
8| Poor Planning, Monitoring and Control| | | √|
9| Lack of Cohesion or team work| √| | |
10| Poor Leadership| √| | |
11| Lack of a system for authority, responsibility and accountability| | √| | 12| Internal Conflict| √| | |

1.2Lack of Organisational Strategy
Table 1.1, indicates the three problematic pillars of strategy within the organisation that eventually affected the Trophy project. It is clear that no organisation can function properly with the absence of their structural and...

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Steyn, P. & Schmikl, E. 2010. “Programme Managing Organisational Transformation, Change and Performance Improvement”, unpublished beta copy.
Senge, P. 2006. The Fifth Discipline: The Art and Practice of the Learning Organization. [eBook]. London: Random House Books.
Clements, J. & Gido, J. 2009. Effective Project Management. 4th edition. Canada: South-Western Cengage Learning.
Pasternack, B.A. & Viscio, A.J. (1997, December 22). The Centerless Corporation. Publishers Weekly , p. 48.
Schmikl, E. S. & Steyn, P. G (2010). Programme Manageing Organisational Performance and Innovative Improvement. Cranefield College of Project and Programme Management .
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