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The uk cover sector


The UK housing sector has been under the shadow of 'Credit Crunch' since June 2007, which initiated from United States and began to protect the globe. Not only the construction industry, but all the other market sectors including textiles etc. were influenced because of this. The enclosure sector was flourishing day by day as more jobs where introduced and the log books were packed till next couple of month, until June 2007, the credit crunch began to extend its feathers, after which the whole streamlines started out to pull down.

The unwanted final result for UK enclosure sector appeared in the form of; 20 - 30 %30 % of house prices fell from its maximum level, from 2007 onwards Mortgages aren't approved as frequently as it was done before in support of 50% are approved and new home aren't built as much as were done before 2007.

Goodhart and Hofmann (2008) make clear that the mortgage rates are directly determined by the banks which has a strong impact on the price tag on the houses. Due to Financial Downturn an alarming situation arose resulting in change of different guidelines within an business in order to endure.

The Large House Constructor, plc is a sizable UK countrywide house builder which includes used necessary steps to counteract the 'Credit Crunch' by preserving a balance between its cost and its costs. This it did by cutting down its costs, providing the part of land which it purchased so that it could be sold at grounds able price when required and by repositioning itself into sociable real estate sector.

Appleyard (2006) says that the UK's enclosure sector is certainly going by having a change. The current recession has empowered the enclosure sector to change. This change is usually by means of merging one organization into another so that both reap the benefits of each other's experience and knowledge. The company mother board of Large House Builders, plc has therefore made a decision to attain the services of Small Firm Ltd which really is a small, regional enclosure developer in the South East of Great britain.

This article will address the key change management issues which would happen when you can find mergence of Small Casing Contractors Ltd into Large Casing Builders plc in regard to its organizational framework and culture. The second part would be the further analysis of this mergence by means of preparation of your change management arrange for the first two years.

LARGE HOUSE Constructor plc

The UK nationwide house constructor or the Large Real estate Constructor (LHB) plc has major contribution in UK for the last ten years (Appleyard, 2006). The business has a local structure with office buildings throughout different locations of the country. This regional structure is managed by the regional manager who's responsible to response to the central management board concerning his jobs which mainly are the profit /damage, purchasing of land and everything the procedures involved in obtaining it and the development and marketing of the website.

A recent research done by THE NEAR FUTURE Form of the Sector Commission rate (2006) indicates that in 2006, Large House Contractors were successful to generate 25, 000 houses. But because of the downturn in 2007, this body is thought to decrease drastically. The research further shows that to safeguard the marketplace from undesireable effects of market meltdown, Large firms started to combine with Small companies to be able to gain itself along with the other organization.

The Large House builder plc, being a big organization gets the capacity to stabilize it in several ways. The existing Tough economy has limited the space for the top housing builders to expand further. The only path advised is by mergence, which can be done by having strong inside and external romantic relationships within and outside the company. This can cause maximum result and the main priority to fulfill the client is hence achieved (The Future Shape of the Sector Commission, 2006)


Greenberg (1996) stresses that organization composition should be so that it should clearly sophisticated the arrangement between the single and set up of people related to the allocated duties, capabilities and ability with a certain group.

Although it isn't possible to see the organizational structure actually but it could be presented by means of a chart known as "organization chart" which elaborates the structure of the gatherings mixed up in organization. Such firm chart is seen for Large House Builders (Appendix B).

The organization structure of Large Cover Contractors is a sophisticated one as much parties are involved in this firm. Actually there are as much as 20 sub-parties working at a time for an individual project. They can be from making team to completed project, travelling and logistics of engineering materials to finance team, from IT office to Estimation works etc. From this fact it could be seen that it is very difficult to structure the business on one solitary page.

In order to determine the goals, the relevant part of the business is magnified yet there's a deep inter-relation between different get-togethers of the business which hurdles the way. As stated earlier, the organization is making its best for the success in the current Credit Crunch. Although the most notable management is providing more importance to work hard to be able to achieve wealth which it offers seen in the form of positive development yet the complete struggle is concluding in vain as the current financial crisis is not permitting to prosper. The management of the firm feels like climbing an enormous mountain when it comes to paying the salaries to the staff in the current market meltdown.

According to Lu (2009, CL) the framework of the business is the correct usage of the potential facilities and the capacity a company has. There can be three ways in which the task can be integrated into the company:

Functional Structure

In this kind of composition, much emphasize is given to functional part. Assignments are situated in functional products such as recruiting, money and marketing while the projects located in function which includes dominant role with relevant personnel being seconded from other functions for length of the job. The downside is this framework is that all groups tend to be more focused towards functional manager.

Matrix Structure

The Matrix framework is one which has both functional director as well as the project manager. The associates of the task have to are accountable to both the functional as well as the project managers.

There are three types of matrix constructions according with their strengths;

a. Efficient Matrix Structure

In this the efficient managers tend to be dominating than the job managers. This sort of matrix system is also known as "Weak Matrix" system and is mostly suitable for large Organizations.

b. Well balanced Matrix Structure

In this type the project professionals and the efficient managers share equivalent power amidst them. This sort of matrix framework is also called a "Perfect Matrix".

c. Job Matrix Structure

In this kind of structure, project managers are definitely more dominant over the functional managers. This sort of matrix composition is also called "Strong Matrix" and is mainly ideal for small firms.

Project Structure

In this type, the projects are self-contained structural units with each product having its own workers and resources.

From the above mentioned type of matrix structures, the top House Contractors is having the "Functional Matrix Structure"(Fig. 1). The firm was creating a boom in construction as it produced about 25, 000 houses in 2006. Together with the initiation of Tough economy Period in 2007, the company started to stabilize its home by cutting down its costs. The firm's performance was good when contemplating each task separately but over a broader perspective, there is less or poor coordination between different projects as the composition of the firm was predicated on some prototype or typical functions. Thus this composition allowed Large House Contractors to enhance their accuracy and reliability level by keeping themselves soft and variable with the associates of different projects.

In the efficient matrix structure, the staff members are accountable to the functional director as well as the job manager as mentioned by Lu (2009, CL). This occasionally took a condition of slight clashes between different get-togethers and thus halting and making hold off in the project.

By studying the firm, it was seen that the structure of the company changes as the job progresses. These changes were not massive in mother nature; in reality some minor changes were taking place. If the bidding phase starts, the company was showing a company functional type of framework. As the project initiated, the Functional Framework branched out into two parts. When discussing individual project, Job Structure was usually dominant and the overall framework of the organization was found to be Matrix somewhat than Functional. Finally at the completion of the task, Matrix Composition was found which affected both the Jobs as well as the organization itself. As mentioned earlier, that the business has regional managers which are controlled by the management board thus indicate that it is a "divisionalized company" as entire of the structure of company is well-organized.

The characteristics of divisionalized company are mentioned below;

The management board directs the divisional people who further authorize the regional members to manage the income/loss, land acquisition and marketing. This sort of arrange corresponds to the "middle brand" part of the organization. This is regarded as the backbone of a business where key decisions are taken Lu (2009).

The organization has "small vertical decentralization" of specialist as regional professionals are responsible for their region and the company is very much dependant on them.

The regional managers are in focus of their careers perspective and also have only 1 goal of "Standardization of outputs" and thus producing quality properties in favor of the customers.


According to Schein (2004) culture can be an in-depth understanding of assumptions, faiths and worth that the members of the business take as awarded. However, it is difficult to spell it out it and can merely be regarded as the allure or the personality of the business.

Organizational culture offers both the formal as well as the informal components (Lu, 2009cl). Formal elements like goals and objectives were apparent as all the steps needed were taken to strengthen the organization not only in it's own field but other varieties of building as well.

Whereas the informal components such as racism, religious symbolism etc. some what weren't based on the latest regulations of the company. The panel management required a notice of these moral values that have been creating problem and hindrance in the success of the firm's goals.

According to Handy (1993) there may be four types of civilizations as mentioned below;

Ability Culture

In power culture, total of the control is concentrated to hardly any individuals. This usually have a family type culture and is suited to small to mid-sized firms where in fact the reaction to the existing market style is very instant.

Role Culture

In role culture the functions are assigned on the basis of functions. These functions are assigned to different member to get the job done. Such a installation is usually in large companies.

Achievements Culture

Achievement culture is very much based on results and final results. Illustrations can be such firms together with much research and development activities happen.

Support Culture

In this type of culture, much importance is given to a person person within the business. Example can be such as in a design team only importance directed at Architect.

From these discuss, Large House Builders plc were found to get "ROLE" culture because each member fully focused on the role given by the very best management. The workers with not motivated to do such job which was not mentioned in their role assertion.

As all the managerial systems were allocated their role claims, the junior managers tried to prove their mettle giving more in the current market meltdown whereas the senior management was make an effort to stabilize the company in its own way which led to some unsettlement between the organization.


Hersey et. al (1969) defines a strategy as the environment and layout of the jobs which an organization wants to achieve. There's a long debate as to if the strategy is set first or the structure of the business is set first. But also for a successful completion of the required target, strategy and structure are always consistent with one another Lu (2009, Cl). The high standard of the company was because of the fact that the management board was quite aware of the durability and weaknesses of their company. Every step taken was on the stabilization of the business enterprise.

The management table of Large House Builders was viewing the current credit crunch but was unaware that could give a real troublesome time to them. So a gathering was called in which certain things were drawn down, the key theme was that the Lenders were unable to provide the amount of money to the customers which in exchange resulted in a total stop to construction of a while.

According to Lu and Sexton (2006) the firm in the stage of development can be either explorative or exploitative which matters on the Structure capital, Individuals capital and romantic relationship capital

When experiencing Large House Contractor plc under the universal company level strategies illustrated by Miles and Snow (1978), the company was found to be "ANALYZERS". The business was successful and was very stable before the market meltdown in 2007. This is judged by the performance of the business in 2006 as the company produced 25, 000 houses indicating that it offers very well sorted out structure plus they are very bothered about their efficiency, performance and reputation. Thus these were having good skills in their field of use good amount of resources available for their development and establishment.

Being analyzers, the company will grow their business in the same field i. e. building of houses which may be on a larger or smaller range however the basic purpose will be stabilization, reputation and good performance.


The Small Firm Ltd is a regional housing programmer was has its businesses in the South East of Britain. The company is a family group owned organization in which all the most notable management is from the same family indicating that the culture of the organization will be a family culture. The main element participants will have strong opinion and good understanding between them. THE TINY Firm Ltd is completely customer focused. High priority given to customers is very necessary to thrust forward running a business. Customer satisfaction is the key to success for the firm.

The Small Firm Ltd produced 1, 000 public housing models in 2006 which is the clear sign of more developed link with general public and private government bodies. The close link between different regulators is very beneficial as a result types of strategies are helpful when there's a limited space and time and energy to stabilize.


The Small Company Ltd has highly encouraged and trusted top management whose total emphasize is on customer satisfaction. The company has produced 1, 000 real estate models in 2006 for different cover associations and local authorities. This indicates that the organization has strong ties with its customers and most of them have good understanding among them.

As previously stated, the organizational set ups can be Useful, matrix or task structures Lu (2009). From their website above discussion it is quite obvious that the organization has "Project Matrix Structure" which is also called strong matrix because of the reason that in this matrix type, Task Manager has the authority to influence its staff and personnel. The workers have to answer to the Project Administrator for his or her work which is the truth in Small Firm Ltd due to the strong tie between the Project Administrator and the individuals.

The role of the Functional Director in firm is unbiased to the Project Director as the Efficient manager centers more on the technological side and the resources allocation. The resources and cost allocation is quite challenging job as it pertains to a sophisticated project. Regarding to Lu (2009), there could be a conflict developed between your Project Director and the Functional Administrator due to the reference allocation.

The firm posses a "machine corporation" due to the following reasons as mentioned by Lu (2009):

  • The company is much centered on technostructureso that it competes the marketplace and it's competent.
  • The organization shows limited horizontal decentralization as the users of the table share more ideas with the job supervisor and less with practical professionals although both manager types are essential for its success.
  • The labor of the firm is hard working and always motivated to do the duties which contribute to the betterment of the united states and the organization. There is a strong communication and co-ordination grip between your labor and the task manager and thus show standardization of work process.


Deal and Kennedy (1982) discussed that to check whether an organization is prosperous or not, study its culture. THE TINY Company Ltd has a family culture which means that level of trust and motivation is very high. Through the types of civilizations explained by Handy (1993), the tiny Firm Ltd is having a "POWER" culture (fig. 4), the reason of electric power that the full total concentration of the power and authority will be on a single person who will be the leader.

Small company ltd is having an informal type of composition which suggested the strong effect of the leader (relative) the workers including professionals. The firm may easily deal with any external discrepancies that may arise throughout a tenure time of any job. Thus making it self stabilize creates less problems and such company can easily deal with financial crunch.


Structure and Strategy should be inline with the other person (Lu, 2009). Thus this kind of strategy are available in Small Firm Ltd as the firm can easily manage financial crisis. Through the types of strategies mentioned by Kilometers & Snow (1978) the Small Company Ltd was found to have "DEFENDER" type of strategy.

The Small Company ltd is very market based firm, close study of market and new fads in market is very good for the company as it can help to change the brief comings and therefore increase the revenue. The strong connection between the top management and the departmental management is within strong observation between the leader which is very beneficial to enhance the likelihood of survival in enough time of difficulty.


The management table of Large House Contractor plc has made a decision to merge with Small Organization Ltd in order to stabilize itself in the ongoing market meltdown period (Appendix 1). This isn't the only aim; in fact other activities are also taken into consideration like Large House Builder plc is trying to adopt the expertise of social enclosure as well so that if there is a slump in the construction of large properties, the company can mingle with the interpersonal property sector. So there is a need of change between two companies which can simply be brought into practice by applying an alteration management plan.


According to Lu (2009, LP2) change can be an important fact of life and the main element success is to control it successfully. A successful manager is the one who doesn't allow change to happen alone, in reality he make proper programs and ways of implement change. Change doesn't take place at once somewhat normally it takes place many a few months and even years for the various parties involved with change to stay down and know one another.

Such a situation of change management has risen up between your Large House Builders plc and the tiny Firm plc. Both companies are complete opposite to the other person in the since that both have different organizational buildings, ethnicities and strategies however the common thing between them would be that the both are in the engineering business and especially in house building. Both companies will have the next Organizational issues;

Structural issues

The large house builders have efficient matrix structure and the tiny organization ltd has a project matrix structure. The tiny firm must work really hard to come with the framework of the top house builders. The large house builders employ a well-organized formal structure while the small firm has an casual structure.

Cultural issues

The Large house contractor has a job culture in which every supervisor has a certain role allocated which he is merely answerable for his work to the top management whereas the tiny firm has vitality culture in which whole power is targeted on the first choice or one person. Such issues may create a clash between two get-togethers.

Strategic issues

The Large House Contractors have followed the analyzers strategy where they may be keen to extend their company matching to given marketing conditions and react to market changes. Alternatively, Small solid adopts defenders strategy in which they get the job done in their own field of knowledge keeping themselves fro outdoors threats because of having family culture.

Such issues may cause a hurdle towards success between your two companies. To cope up with such complications a two time change management plan will be installation so that the process of integrating two companies of different culture, framework and strategy can run efficiently.


To cause change in the organization, necessary two change management plan is usually to be setup for the proper implication of jobs and careers of both different teams i. e. the Large House Contractor plc and the Small Organization ltd.

Lewin's (1947) three stage change management arrange for the people of the organization can be set up as:

  • Unfreeze
  • Change
  • Re-freeze

Kottar's (1996) eight phases change management plan will be utilized to implement an effective change in the business. The eight level plan is:

  1. Establishing a sense of urgency
  2. Creating the guiding coalition
  3. Developing a eyesight and strategy
  4. Communication the change vision
  5. Empowering broad-based action
  6. Generating short-term wins
  7. Consolidation profits and producing more change
  8. Anchoring new solutions in the culture

The two change management strategies will be included so that a proper installation over an interval of 2 yrs will be founded which will improve the company's performance.


The first yr of the mergence of Small Company ltd into the Large House Contractors plc will be very essential as many objections and discrepancies are likely to be encountered. Though the anticipated results of the mergence is likely to generate a lot of benefit to both the companies the initial couple of months are thought to be very hypersensitive for the tiny Organization Ltd.

The change management plan is divided in Quarters of your year and possible planned workout is examined as follows:


During the first quarter of the first year the Small Organization Ltd will be in the learning stage and would be considering ways to conquer the obstacles which would resist their way on the change.

According to Greenberg (1996), a business can face with two different kinds of obstacles in change.

  • Organizational Obstacles to Change
  • Individual Barriers to Change


Sometimes terms and conditions are such set in an organization which barriers a big change to take place (Katz and Kahn, 1978). Following will be the organizational barriers to change in the view of Greenberg (1996):

a) Structural inertia

The Small Company Ltd and the Large House Contractors plc significantly differ with regards to the organization framework they been employed by in before. The Small firm ltd will learn to adopt the divisional composition of the large house contractors by combining their administrator with the divisional professionals of large house contractors.

b) Work group inertia

The large house contractors and the small organization have their own ways to complete the designated task. A task is not simply completed as it an integral part of the work in fact, for the reason that the person learn from his social ideals to complete a certain process as assigned Greenberg (1996). So to tackle the pressure of completion of process at both ends is different which must be considered when assigning duties.

c) Threats to existing balance of power

This issue is very important when it comes to change within two organizations as the managing electric power of both organizations is entirely not the same as each other. Including the Large contractors have a management mother board and a CEO who is responsible for making key decisions whereas in Small firm there's a single ability or a leader who requires key decisions. After mergence, a issue would be lifted up through the designation and allotment of forces within the business.

d) Recently unsuccessful change work.

Both the businesses are quite acquainted with the actual fact that change management ideas recently used by businesses haven't proved to be successful yet both are willing to stabilize themselves with stable motivation and hard work.


The Small firm being in the original stage of mergence will be facing great difficulty to cope with the individual barriers to change. Relating to a research done by Nadler (1987), there are many factors that hurdle the way of folks towards an alteration. These factors are:

a) Economic insecurity

A very important point which comes into one's mind during a change at any level of work is that whether my job is anchored? Am I getting the right salary? Such issues when taken into account during a change in that time of Credit crunch may adjust the minds of the employees of not only the Large contractors but in fact the small company ltd also. The reason being that both the firms will re-locate and re-assign the tasks to the individuals which my interrupt the desired performance of users.

b) Fear of unknown

While following the same workout of work as accompanied by the personnel for quite a long time, the staff noticed secured that they had a good degree of understanding developed between other staff members and professionals. Merging with someone you haven't caused before will setup a fear of mysterious and everyone will be in a state that something can fail any moment Greenberg (1996).

c) Risks to sociable relationship

Due to a big change the customers of the firm feel un-relaxed and insecure as they had good relation boats with the users they were recently working with. Because of this a lack of communication would be developed which would avoid the fluency of work.

d) Habit

By doing a similar kind of work for previous many years evolves a natural occurrence for a person and the individual becomes habitual to it. Any alteration in form of an change/new job, can cause mental dissatisfaction ensuing is low performance.

e) Failure to recognize dependence on change

In situations where in fact the individuals of the organization are unable to understand the necessity of change can bring about a complete catastrophe. To overcome this, necessary steps such as understanding campaigns are set you back establish a degree of understanding on the list of workers in order that they are well aware of the benefits of change.

During the First Quarter (Q1) of the first time, the Small firm Ltd will be coping up with the initial difficulties of settlement deal in the business. Using the further enhancement of the Two year change management plan, there wouldn't normally be any discrepancy remaining within both organizations after mergence.

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