Francisco Irazusta

Role: Francisco Irazusta is the CEO of the company called Fletcher building. He has joined the company in the year of 2015 and came in limelight at that time only. In the year of 2017, he became the CEO of the company. He was an experienced person as he has worked in many organisations. He is the one who believes in innovation, safety and sustainability.

Leadership level: there are three levels in any of the organisation that are higher level, middle and lower level. In these levels, all the employees of the company are categorized. As far as Francisco is concerned, he is the person who leads his followers from the middle level or executive level (Carroll, Levy & Richmond, 2008).

Role: he played the role of managing director in the company. he was recruited as the CFO of the firm. He then promoted to the position of CEO and then became the MD of the company after putting so much of efforts.   

Level: as far as the level of leadership is concerned, he is at the top level management of the company that is he used to lead his followers from the upper level of the company.

It is the company that operates in order to serve the old age New Zealanders. It provides retirement living options to the old age people of the country. The company has built many villages for those retirees to live a happy life and also employed many carers as the staff members of the company (Macdonald, A. (2017).

Type: Not for profit organisation

1.2.2 Organisation: Fletcher Building is the company that operates in the construction industry. It is the firm that has market capital of around NZ$5 billion. The company employed around 20,000 people with great diversity.

Type: For profit organisation

Size of the company: size of the company is the important factor that has its impact on the various functions of the organisations. Any of the function may have similar basis but practiced very differently in larger and smaller organisations. As far as leadership is considered, it has been analysed that in the organisations like Fletcher Building, which is a big organisation, the leaders are not very much linked or associated with all their followers (Northouse, 2015). Francisco is the leader of the company and is found to be directive in nature but has the characteristics of participative leadership as well. This is because in the larger organisations, the leaders and the employees have no links with each other because of the complex hierarchical structure. Thus, the leader does not have any direct link with each and every employee which leads to weak emotional bond between the leaders and the followers.

Organisational structure of the company can be defined as the beliefs and the hierarchical system of the organisation.it is the basis of the organisation that is used to frame all the policies of the company (Schein, 2010). If affects the behaviour of the employees and the people at the organisation and thus it also affect the leadership style that has been used in the company. If the structure of the organisation is rigid in nature than usually autocratic form of leadership has been used to handle the employees while the organisations with open structure have kind of liberal leadership styles such as laissez faire.

Simon Challies

Every business undergoes a life cycle with different stages. As far as the company’s analysis is concerned, it has been identified that the Fletcher building is facing so much of issues and the company requires renovating all its processes. This suggests that the company is on declining stage of its business life cycle (Selznick, 2011). At this stage, the company has to use the leadership that compliments the situation of the firm.

Francisco Irazusta: As discussed that Francisco is the leader with directive nature but it is just because of the organisational size otherwise he is the leader who believes in people and give them chance to develop themselves in the company (Bolman & Deal, 2017). It has been stated that he is the leader of innovation and thus all his employees as well to contribute in innovative practices and decision making of the company.

Simon Challies: He is the leader who is transformational in nature. This is because he is the one who practice what he preaches. He used to believe that making efforts in very much important and he himself make many efforts in order to develop the growth of the company. The “Try a little kindness” is the major camping that has been run by Simon in which he himself participated and went to the villages.

It has been analysed that leadership style and the level of the leader in the organisation is very much linked (Aaker & Joachimsthaler, 2012). As Francisco is the leader at the middle level thus he can connect with these employees easily. He is the one who concentrates on innovation and thus supports the employees to perform in better and effective way. As far as Simon is considered, he is the one who transforms the thinking of the employees by his practices but not really associated with the employees. This may be because he was the MD of the company who works at the top level of the management.

As far as the leadership style is considered, it has been analysed that the type of organisation also affects the leadership style that the organisations need to implement (Kotter, 2008). As Fletching builder is the Construction Company and works for serving the society and earning profits thus, they can retain the employees by giving term rewards and extra profits. The leadership style can be lenient in such cases but in case of Ryman, it is difficult to retain the employees. The employee can only be retained if they feel motivated from inside and this can only be done by transformational leadership.

As far as the leadership of Francisco is concerned, he works at the CEO level and thus has the power to run the organisational departments and achieving the targets of the company. In case of Simon, he is the leader at the top management and thus his power varies from that of Francisco. He has made intelligent use of his powers by making changes in the processes of the company in an effective manner (De Mooij & Hofstede, 2010). The idea of bringing MyRyman software in the company for the patients results in great business performance and company’s brand image.

1. Decision making
2. Team management
3. Achieving targets
4. Making strategies

1. Change management
2. Taking decision for the business
3. Business development

Introduction of Organisation

There are different types of management level and thus leadership has different means at different levels. When the top management is concerned, it is the level where the leaders have the power to bring changes in the whole company (Tabibi, Nasiripour, Kazemzadeh & Ebrahimi, 2015). They have the power to delegate the duties to the middle managers and also have the power to take any decision without concerning the lower level executives. At the middle level, the power is constrained to make decisions at functional level. This is because they lead the people who work under the single function. They have the power to manage the team and take decision to resolve the issues of the teams and the departments. The lower level managers or the leaders have the power to manage the performance and coach the employees to prefer better. They generally do not have many powers that can affect the organisation (Su, Baird & Schoch, 2015). As discussed Simon is the leader who has the power to bring change in the company’s processes such as installation of myRyman software in the company as he is the leader at the top level of management. As far as leadership of Francisco is concerned, it has been analysed that he is the middle level manager and thus he has the power of managing the performance and team at the functional level.

Every manager or the leaders have similar powers as per their management level. It has been analysed that different leaders have different perspective in order to use their powers. The types of organisation affect the way in which the power is used by the leaders. There are two types of powers, the one is the positive power and the other is the negative power (Tan Yuan & Yoong, 2015). Positive power is the power that allows the employees to take the decision while the negative power is the power in which the leaders force the employees to accept that decision. Both the leaders who are discussed in this case have used their power in positive way for the employees. Somehow, the nature of their leadership style differs because of the type of organisation they are working in. Ryman is the company that operates in hospitality industry where the leaders have to make the employees feel motivated to work for the people and in case of a construction company, the employees need to be rewarded to fell motivated.

Organisational culture can be defined as the values that act as the basis for framing the organisational policies. These are the policies that are framed as per the culture and the beliefs that the organisation follows (Daft, 2014). It has been analysed that culture of the organisation has various impact on the leadership style the leaders of the organisation follow. This is because it is required to align the practices that the organisations practiced. It not only affects the policies of the organisation but also affects the way in which the employees work at the workplace. Some of the organisational cultures have positive impact on the motivational level of the employees while other demotivates the employees and thus it results in high turnover rate for the company and employees feel pressurized to work at such places.

Situational Factors

As far as the culture of Ryman is considered, it has been analysed that the company has pragmatic organisational culture. It is the company that believes in innovation and technology. Ryman is the company that believes in customer satisfaction. This is the reason why the company transforms itself into a technological firm that does not believe in manual work for taking care of their patients (Hargreaves & Fink, 2012). The company is not only customer oriented but also have approaches that focus on the employees of the company by providing them rewards on being the most kind staff members. The company has been awarded as one of the best in the industry. This is because the company focuses on providing training to the employees and are extra concerned about the women staff of the company. Rosters are one of the policies of the company and they are flexible in nature. This flexibility helps the employees to balance their personal and professional life.

Fletcher building is the company that has a very open organisational culture. It has been analysed that the company believes in teamwork, values, innovating thinking and safety of the employees at the workplace. The company commits that it believes in its values are also follow what it claims. As far as the employees of the company are considered, it has been analysed that the firm believes in rewarding the employees so that they feel motivated (Jackson & Parry, 2011). The company is very much obsessed with its employees and claims that it’s the employees who make the company and thus retaining the same is very important. The company gives equal importance to their clients as well as their employees so that it can achieve success. Employees are allowed to say what they feel and this opportunity to be engaged in the company’s decision making process and discussion develops a sense of belongingness amongst the employees.

Francisco: He is the leader with participative approach along with directive approach as per the situations. It has been analysed that as per the organisational culture of the company, the participative approach is best to be used by the leader.

Simon: Simon is the leader who follows transformation leadership. As per the organisational culture and the company, it has been examined that Simon is using appropriate leadership. This is because Simon is the leader that focuses on making the employees learn from what he does and thus transforms the employees. At the time of kindness campaign, he supported the employees and provided them rewards for most kind staff in order to motivate them.

Fletcher building is the company that has diverse culture. The company supports diversity and thus helps the employees to maintain healthy working environment by sharing cultural knowledge with each other (Spillane, 2012). The company employs 19000 employees from 40 countries. It is the company that makes use of all the skills that are available with their employees who are from different and diverse background. The company operates around 50 businesses in five continents thus the company owns the people who talks in different languages and lifestyles (About Fletcher Building.,2017). The company claims that they are very good in managing the diversity at the workplace. The diverse workforce of the company helps in bringing innovation and widens the thinking process of the people at the organisation. As a global company, it has been analysed that Fletcher building is making efforts by participating or making the councils that supports the diversity at the workplace.

Leadership Style

Hofstede model can help in analysing the factors that provides the explanation and understanding about the various factors of the organisational behaviour in accordance with the nature of the country. As fletcher building is the firm that is headquarter at New Zealand so that the company has its policies based at New Zealand only.

Power distance: as far as New Zealand is considered, it has been analyse that the power distance score is very low and thus the differences in the power between the level of the employees is not very high. The managers can be easily reached by the executives and they have soft hierarchical striker. This suggests that the company at New Zealand can easily mange the diversity at the workplace and the flow of information is very good.

Individualism: New Zealand scores high in this context and thus it depicts that New Zealand has the culture of individualism and the employees at the businesses  are self-dependent and accountable for their own work. This somehow restricts the diversity management because the employees from different background of may feel isolated and does not get the chance to be familiar with the other local people.

Masculinity: this is the factor that deals with the competitive nature of the society. Score of NZ in this context is slightly above the middle value and thus the country found to be balanced in this context. The culture is competitive along with consideration of the emotions. This also helps in balancing the people from different background.

Uncertainty avoidance: It is the factor that deals with the extent to which the members of the county or the company in that country handles the uncertainties or situations. In this the country scores 49 which cannot be able to justify any of the preferences.

Long term orientation: In this, New Zealand scores very low and thus it has been suggested that the companies in NZ believe in quick and short term results.

Indulgence: in this context, the county scores high and thus suggests that the people in New Zealand are optimistic in nature.

(Shi & Wang, 2011).

All the factors studied above suggest that the country and the companies here can easily manage the diversity at their workplace.

It has been analysed that diversity at fletcher building has been easily managed because of the leadership skills and the approaches to manage the diversity at the company. The company uses the approach of diversity council to solve the issues of the people from the diverse backgrounds. Equal opportunity trust, global women programs are some of the opportunities that the company provides to the employees in order to adjust them in the new culture (Fletcher Building Careers – Diversity., 2017).

Fletcher building is the company that operates in construction industry. This is the company that is very sustainable in nature and believes in providing sustainable services to the customers by making efforts in implementation of sustainable practices (Fletcher Building Careers – Diversity., 2017). This is to play their part in corporate social responsibility of the company. As far as the CSR is considered, it involves the practices of the company that believes in human rights, labour practices, and fair operating practices etc. that results in sustainable nature or construction of the company towards the society.

• Workplace safety issues
• Working hours issues
• Labour union relations issues

1. Employees: These are the one who works for the organisation. This stakeholder also involves labours in this case as the common works in construction industry. It has been analysed that the leader of the company needs to assure that the labours are happy with all the policies of the company and they are getting what they deserve with equal basis.
2. Customers: Customers are the most important stakeholders of the company. The leader of the company should ensure that the customers get the best services with best construction materials in their buildings that are safe to live.

As the company believes in CSR activities thus it has been analysed that the leader of the company also has to behave as the per the company’s ideals of CSR.

Social reasonability affects the leadership style of the leaders. This is because the social responsibility of the company restricts the leaders to implement the practices in the company and they have to be bound to practice the activities that are in favour of the company as well as the society. 

References:

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About Fletcher Building. (2017). Formica.com. Retrieved 18 December 2017, from https://www.formica.com/en/th/about-us/about-fletcher-building

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De Mooij, M., & Hofstede, G. (2010). The Hofstede model: Applications to global branding and advertising strategy and research. International Journal of Advertising, 29(1), 85-110.

Fletcher Building Careers – Diversity. (2017). Fbcareers.com. Retrieved 18 December 2017, from https://www.fbcareers.com/about-us/diversity/#&panel1-67

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Kotter, J. P. (2008). Force for change: How leadership differs from management. Simon and Schuster.

Macdonald, A. (2017). Ryman Healthcare – Retirement Villages, Rest Homes, Elderly Care, New Zealand. Rymanhealthcare.co.nz. Retrieved 18 December 2017, from https://www.rymanhealthcare.co.nz/

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Spillane, J. P. (2012). Distributed leadership (Vol. 4). John Wiley & Sons.

Su, S., Baird, K., & Schoch, H. (2015). The moderating effect of organisational life cycle stages on the association between the interactive and diagnostic approaches to using controls with organisational performance. Management Accounting Research, 26, 40-53.

Tabibi, S. J., Nasiripour, A. A., Kazemzadeh, R. B., & Ebrahimi, P. (2015). The role of organizational culture according to Hofstede model on information technology acceptance in hospital environment. Journal of Health Management, 17(1), 42-50.

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