MMK221199 Construction Management
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Glasgow Caledonian University
Construction Management (MMK221199)
Added on 2020-04-21
MMK221199 Construction Management
Glasgow Caledonian University
Construction Management (MMK221199)
Added on 2020-04-21
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Construction Management 1CONSTRUCTION MANAGEMENTNameProfessorCourseUniversityCity/stateDate
Construction Management 2Table of Contents1.Introduction.......................................................................................................................................32.Background........................................................................................................................................33.Discussion...........................................................................................................................................43.1.Culture of Retail Industry.........................................................................................................43.2.Management Style in Retail Industry.......................................................................................53.3.Culture of Built Environment Industry...................................................................................63.4.Managerial Style in Built Environment Industry....................................................................74.How to motivate staff in the Built Environment Industry..............................................................95.Conclusions......................................................................................................................................10References................................................................................................................................................11
Construction Management 31.Introduction Leadership or management styles have significant impacts on organizations in all industries. One of the main impacts is on the performance of employees[ CITATION Iqb15 \l 1033 ]. It is also important to note that different industries require different management styles because of the culture of the industries and the nature of activities carried out. Some of the common management styles in different industries include: autocratic, authoritarian or dictatorial style, participative or democratic style, bureaucratic style and Laissez-faire style. Retail industry and built environment industry have unique management needs because of the nature of business activities undertaken in this industries. In most cases, retail industry is characterized by pressurized work, physically hard work and low pay. These characteristics best fit a directive or dictatorial management style where the management tries to increase productivity of employees by piling pressure on them, cracking the whip whenever they make a mistake and backing long working hours.2.Background The main factors that has direct implications on the ability of a retail company to achieve its goals are the culture of the company, business strategy used and management style adopted. For a retail business to be competitive and successful, it must have a strong culture where its employees understand their roles, company goals, are empowered to make the right decisions even in conflict or critical circumstances and are confident of getting the management’s support during crisis situations. In retail industry, the management style used has significant impacts on the culture of the company, its staffs and customers. Managers in this industry must balance two fundamental factors: providing task directions and managing people. The management style usedin retail industry should also be able to create an environment where change can be
Construction Management 4accommodated. In most cases, it is change that drives success in retail industry because of the ever changing and evolving customer wants and needs. Therefore, the retail manager should anticipate change, champion innovation, lead the team in solving problems, manage transition and reduce opposition to change. 3.Discussion 3.1.Culture of Retail Industry Culture is a very crucial factor in retail industry. This industry is known for high turnover rates especially for hourly employees. Some of the factors contributing to the high turnover rates in retail industry include: strenuous or physically hard work, low hourly wages, poor working conditions, lack of motivation and long working hours, among others[ CITATION Boo07 \l 1033 ]. However, it is difficult for managers to change some of these factors because of the nature of work in retail industry. The issue of culture also varies from one geographic location to another, making it more challenging for retails tore managers. This is in regard to shopping behaviors andpreferences of customers in different geographic location, which are affected by demographics such as age, gender, education, cultural factors, etc.[ CITATION Kha12 \l 1033 ] For instance, the kind of shopping experience or treatment that customers in region A want may be different from that of customers in region B. This makes it quite challenging for retail business managers to develop common values and mission for the company and establish effective strategies of achieving them. Another major cultural issue in retail industry is economic challenges, which usually result tolayoffs. Retail business is largely affected by market conditions. When market conditions are not favorable, retail companies tend to lay off employees as a way of reducing operating costs. This also makes it challenging for managers to maintain business equilibrium and profitability. Thus
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