NAME: IHEKANANDU KINGSLEY N.
COURSE: MGMT 292 / F12 N01
TITLE: INDIVIDUAL CASE STUDY (LAFARGE S.A.)
SUBMITTED: October 5, 2012
TABLE OF CONTENTS
2. INTRODUCTION 3
3. DESCRIPTION OF CASE 4
4. VALUES 4
4.1. Types of values 4
5. TEAMWORK 7
6. MOTIVATION 8
7. CREATIVITY 9
7.1. Components of creativity 9
8. CONCLUSION 12
9. BIBLIOGRAPHY 13
This report aims to provide an in-depth analysis of initiatives pursued by Lafarge as presented in the case study. The analysis is centered on four Organizational behaviour concepts which include Values, Teamwork, Motivation and Creativity.
The initiatives entail different strategies deployed by Lafarge in handling challenges encountered in ...view middle of the document...
” They contain a judgemental element in that they carry an individuals ideas as to what is right, good or desirable. Values generally influence attitude and behaviour (Langton, Robbins & Judge, 2010).
Types of values
Applying the above definition of values to Lafarge as a case study, one can deduce the following values :
a. Social Recognition (Respect , Admiration) - Social recognition transforms recognition into a business asset. It changes how your organization can achieve a unique strategic competitive advantage, one driven by your culture, your people, and their stories. Social recognition brings your company values to life. It delivers more and costs less than an expensive rewards program (Tembosocial, 2012).
Social recognition is a terminal value and as explained above, Lafarge through its many innovative corporate social responsibility programs has cultivated a reputation as a responsible organization. Lafarge (2012) in its principles of action states that “ We will succeed in creating sustainable value by contributing to economic, social and environmental progress. Wherever present, we operate with the utmost respect for the common interest of present and future generations”.
Their activities have produced a brand that is adored by their employees and all stakeholders alike. This provides a positive reputation which enhances smooth operations, business continuity and an edge over the competition. Laszlo & Myers (2006) elucidate the results of this value in their explanation of business results for Lafarge in the Chhatak community as thus “For its investment of 1.5 million USD in rehabilitation assistance (including setting up the Community Development Center and expenses towards continued education, health care and vocational training), Lafarge benefited from a relatively smooth installation and launch process involving the local workforce”.
b. Family Security (Taking care of loved ones) – This is a terminal value that describes the need to take care of stakeholders in an organization. In my opinion, stakeholders are the closest set of people associated with the term “ loved ones”. These include the employees, shareholders and the host community to a larger extent.
The group’s employees are its most valuable resource. Bettering the working and living conditions of these men and women while improving their health, safety and know-how is therefore a top priority (Lafarge, 2012).
Lafarge strives not only to develop effective policies for protecting the
environment and employee health and safety, but also to be the leader
in terms of social responsibility towards the local communities
affected by its installations (Lafarge, 2012).
The above comments culled from the organization’s website support the forenamed value as they espouse the ideals of the organization in terms of stakeholder engagement at every level.
c. Helpful (Working for the welfare of others) – This is an instrumental value that explains the tendency to...