Kiens Logan ADMN232 assign 2 PDF

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Ledcor Group Organizational Chart

Logan Kiens – Student ID 3500226 Faculty of Business, Athabasca University ADMN 232v11: Introduction to Management Assignment 2

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Ledcor Technical Services Organization chart

Ledcor Group is a diversified group of companies that serve its customers in a multitude of roles. It employs over 8000 people across Canada and the US and has adapted to carry out large infrastructure projects over the years. Projects that typically require a combination of specialized companies, however, Ledcor group has made it their aim to accumulate the appropriate resources to become full services choice in complex projects.

From a high-level view, it's organizational structure is broken down into a mix of products and functions of the business. The highest tier of the organization, the functional roles are managed by its Chief Financial Officer(CFO), Chief legal officer(CLO), and Senior Vice President(SVP). As CFO, John Kump has a team that reports to him regarding the company's taxation, risk management, infrastructure investments. This team of middle managers helps John Kump manage the overall health of the companies' finances. Rod Neys is Ledcor's CLO; his team's responsibilities involve functional aspects surrounding legal compliance of Ledcor's most significant organizational changes. It includes corporate policy, legal segments of corporate financing, and mergers & acquisitions. The Senior Vice President David Hoff's team handles communications & public affairs.

The company's business segments break down into three major product categories, industries, resources & transportation, and properties. Ledcor industries include telecommunications,

3 pipeline, construction, and mining headed by Tom Lassu, who reports to Ron Stevenson(President of Ledcor Group). Don Quan reports to Dave Lede, CEO, and leads resources & transportation, including marine services, aviation, biomass, and forestry. Pat Patterson, President of properties, reports directly to the CEO; his division includes investments, development, and joint venture.

At the lower levels of the organization within its business segments, a matrix departmentalization is how teams are subdivided. A unit of command is respected within its telecommunications division; middle managers with different job specializations report to top managers based on their geographical region. This is because projects often involve pooled interdependence from a team with different job designs to complete projects. This complex matrix has managers of Installation & Repair(I&R) technicians, Sales team, and outside plant construction crews report to the same manager. In its telecommunications division, Ledcor's competitive advantage is that it is the only full services construction company. It is the only company that can perform every task and the design, construction, final sale, and maintenance of telecommunication networks. To improve its service offering, Ledcor trial pilot projects by deploying various resources to improve its product offering. The company will temporarily demand more out each employee involved in these pilots; therefore, employees will experience significant job enlargement and enrichment for extended periods. Enrichment occurs when lower-level managers have delegate authority to employees to give them autonomy to decisions in the field. Enlargement occurs on the pilots due to the fact that employees are performing tasks they do not regularly. When pilots are successful middle managers allocate additional resources contracting the job scope of employees involved in the new processes.

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Authority throughout the organization can be vastly different depending on the type of project contracted to the company. The chain of command in its constructions-oriented divisions encourages staff authority; the initiative to maintain a superior standard of safety is a core part of the company culture.

Across the organization is decentralized authority is not uncommon because the span of control is often vast, Due to the number of employees that report to the same manager. Delegation of authority is standard practice as job sites are often far apart geographically; thus, front-line managers operate with additional autonomy. This delegation process plays a part in grooming new managers to test employees' skills and prepare them for additional responsibility.

Within the Ledcor organization, job design varies significantly due to the difference in the maturity of certainty division and the number of pilot projects. In Ledcor's most mature divisions throughout the chain of command, job design is predominantly specialized; employees focus less on performing their jobs. In the telecom division, many installation & repair(I&R) technicians will focus solely on internet, TV, and home phone service calls. Whereas in this same division, a cross-functional sales team has a much larger job scope. They are held to direct-to-consumer sales metrics and site acquisition metrics; they perform project management, marketing event coordination, in-field coordination (I&R), and inside wiring technicians.

In my opinion, the Ledcor leadership has a real hunger for innovation and a genuine desire for employee engagement. A contest centered around innovative initiatives is held annually, where

5 employees present their ideas challenged by other employees'. Although this is a great collaborative effort on behalf of management to bring forth the opportunity to re-engineer standard processes, there are other options to consider.

Bridgewater associates is a premier asset management firm that has adopted an extreme application of staff authority. The Dot Collector is software that allows anyone in the company to provide instant feedback during a meeting without interrupting the speaker. Bridgewater and Associate employees on their first day are heavily encouraged to give feedback during meetings regardless of the role of the speaker. The purpose of the system is to foster an environment of meritocracy, where the best ideas win. It helps people decouple themselves from their opinion by allow them to express themselves in an uninterrupted forum. They can then see their opinion among the aggregate view of the entire group. This is powerful because this allows managers to see problems in multiple dimensions, but the entire organization is part of the process.

By implementing the dot collector into Ledcor's daily meetings, I believe they could improve employee engagement and increased the flow of innovative ideas. Enrichment of company culture and a roll of indirect benefits from employee contributions.

6 References Ledcor Technical Services, website (2017) Executive Profiles Retrieved from https://www.ledcor.com/who-we-are/executive-profiles Ron McFarland (March 13, 2020). Can we automate open behaviors Retrieved from https://opensource.com/open-organization/18/3/dalio-principles-2...