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Running Head: MEGHDOOT HOUSING AGENCY 1

MEGHDOOT HOUSING AGENCY 6

Arroxxiccia Thomas

Walden University

Meghdoot Housing Agency

ID #RO-41280

Meghdoot Housing Agency -ID #RO-41280

There is no doubt that India is struggling with housing problems due to the increased urbanization as well the general growth in population. In this regard, it is appropriate to find housing agencies that will work tirelessly to address the housing problem in India. There are many housing agencies that can be used to address the runaway housing problem in India. However, the most suitable of all is the Meghdoot housing agency (Ahluwalia, Kanbur, Mohanty, 2014). This agency has been chosen due to the fact that it is capable of assisting the government in developing low-cost houses for the middle and low-class workers in the city of Mumbai. This paper identifies and discusses the core values of the agency, the vision, and mission of the agency, and its key stakeholder with respect to its commitment to addressing the housing problem.

Question I

Meghdoot housing agency is a well-established housing agency situated in Mumbai whose core values are delivering quality affordable houses, commitment, consistency, and reliability. However, it is important to understand the extent or the degree to which these core values are aligned with social change in the city of Mumbai. Therefore in this regard, the agency’s core values are fundamentally established to help people improve their lives by building low cost or affordable houses that can either be bought or rented by the low-income community. This involves special programs that the agency has in place to meet the needs of the under-served population (Ahluwalia et al., 2014). The core values of the agency support the needs of the people in different ways. For instance, the agency’ core values support its vision as well as reflecting what the agency values the most; providing low-cost houses. Equally, the help the agency in making important decisions regarding the quality of the houses constructed.

Question II

Like many other agencies across the world, Meghdoot housing agency has a compelling mission that has enabled it to reach an expansive population. The mission of the agency is to offer its customers best deals in residential and commercial properties. This proves to be an important input in guiding the decisions of the agency regarding the construction of residential properties that would be acquired at affordable costs. There is no doubt that the mission of the agency is aligned with its core values. For instance, the agency’s mission enables it to develop strategies that consistently meet the needs of the people (Sengupta & Shaw, 2017). Elsewhere, the mission statement promotes social change in the sense that it guides the decisions of the agency regarding the construction of low-cost houses so as to eradicate the housing problem in Mumbai city. On the other hand, the mission statement of this agency provides evidence of how the agency supports the well-being of the society and the international community. For instance, the agency is committed to building residential and commercial properties. This is useful for meeting the ever-increasing demand for housing to meet both local needs as well as the international needs since expatriates are sent to India and will need accommodation.

Question III

There is no doubt that Meghdoot housing agency has a compelling vision statement. The agency’s vision statement asserts that Meghdoot takes pride in providing professional yet personalized services to its clients so as to develop or establish a long-term relationship for the benefit of all the stakeholders. The agency’s vision is aligned with its core values in the sense that is committed to delivering quality low-cost houses to meet the needs of the ever-increasing population in the city of Mumbai (Gopalan & Venkataraman, 2015). Elsewhere, the agency’s vision statement promotes social change in the sense that the agency leverages on it to continue building low cost or affordable houses to meet the needs of an exploding population. The construction of affordable houses contributes positively towards bringing about social change and has a good number of people housed. It is worth noting that the agency’s vision statement provides evidence of how the agency is contributing to the well-being of the society by addressing the housing problem in Mumbai city. Equally, the agency is guided by its vision statement when making important decisions regarding the construction of affordable houses.

Question IV

It is important to understand and appreciate the fact that an agency cannot be successful without having committed stakeholders. Therefore, in this regard, Meghdoot housing agency’s stakeholders include the government which provides the required regulations regarding the construction of houses, the customers who contribute to the existence of the agency by buying or renting the properties and the project managers. It is important o recognize the fact that stakeholders are either internal or external. For instance, the government is an external stakeholder since it provides regulatory services to the agency. Elsewhere, the customers are equally external stakeholders in the sense that they enable the agency’s project to succeed by buying or renting houses from them. On the other hand, the project managers are internal stakeholders that they are directly involved in the development and running of the project or the agency. All the stakeholders play different roles (Gopalan & Venkataraman, 2015). For instance, the government regulates the business, the customers play a recipient role by buying or renting completed houses while the project managers are involved in the leadership and management of the agency. Each of the stakeholders is a useful element in gathering information to be used in developing strategic plans. For instance, the government will provide information regarding house plans as well as the need to address the market gap between the low-income earners. Elsewhere, the customers are the rich source of information in the sense that they will provide their specifications as well as to what extent they can afford the houses. This will save the agency of monies that would have been spent on developing complex houses that will not be occupied the soonest possible. On the other hand, the management provides useful information based on their market survey and their findings regarding what the market needs.

Needs Assessment

There is absolutely no doubt that each community is faced with several gaps in terms of needs that are supposed to be met. For instance, with regards to the Mumbai city dwellers, there are several gaps that must be identified by using a needs assessment tool. It is therefore important to understand that needs assessment is carried out in order to identify what is lacking in the community or what has not been met (Mulliner, Malys & Maliene, 2016). Equally, needs assessments are carried out with the objective of determining the gap between the current condition and the desired condition. Therefore, with regards to the Community urban community in Mumbai city, there are several steps that will be considered when conducting a needs assessment. These include:

Step I

Brainstorming and planning: This involve gathering a team of experts or stakeholders that will constitute the needs assessment task force. The task force should include the people in leadership, service delivery staff, and the customers.

Step II

Preparing a guiding document. This is achieved by gathering information from the task force and carefully analyzing it in order to prepare a document that would be used throughout the need’s assessment assignment.

Step III

This step involves collecting the secondary data by finding the relevant information from the required sources. This is useful in supporting the questions that one asks in the survey.

Step IV

The fourth step is the primary data collection where qualitative and quantitative data is collected from the people to be served. This data is collected in form of electronic surveys or moderated focus groups.

Step V

The fifth step is data analysis where once data is available; it becomes necessary to analyze the results in qualitative and quantitative forms. This is followed by writing up the results and putting them in graphics.

Step VI

The final step is publishing the results to advocate for new policies or improving community understanding.

When conducting a needs assessment regarding the housing problem in Mumbai city, the key stakeholders to be conducted include the consumers or the recipient of the survey because they are the one who feels the gap and therefore would shed more light on what needs to be done. The other stakeholders are the administrators and the leaders to give information on how they plan to roll out the project in order to address the gap identified (Jana, Bardhan, Sarkar & Kumar, 2016). This is followed by developing a list of survey questions that will include:

Duration

When did the housing problem begin?

How long did it take to become a societal issue?

How long has the effect last?

Scope

How many people have been affected so far?

Is there any likelihood of more people getting affected?

Severity

How seriously are the people affected?

Which areas are the worst affected?

How have people built their resiliency towards the problem?

Are there other problems that have been caused by the severity of this problem?

Perception

What is the general feeling of the people regarding the problem?

All the questions are developed based on how the community has been affected and what they feel should be done to address the problem. Elsewhere, the reasoning behind the questions on the survey list is that the problem has been around for sometimes and therefore it cannot be solved without having an insight into the problem itself. The items on the list are varied based on the role of the recipient by looking at the duration of the problem, the scope, the severity and the perception of the public about the problem.

Strategic Issues

Part I

Once the needs assessment has been done, the next thing to be done is developing strategic issues that include conducting a gap analysis to be able to tell where the organization is and where it wishes to be. Therefore, by referring to the housing agency in Mumbai city, the agency has the desire to increase its capacity with regards to the construction of low-cost houses in the city and its outskirts. However, the agency is incapacitated due to financial constraints that inhibit its operations (Jana, Bardhan, Sarkar & Kumar, 2016). Elsewhere, the organization is faced with regulatory issues that threaten its continued existence since it has to construct houses with environmental sustainability in mind. Furthermore, the agency is afflicted by negative press media coverage with regards how it has conducted itself before. However, the duty is incumbent upon the management to ensure that the agency’s image is cleaned so that it does not work against its aspirations.

Part II

Everyone can contend that conducting an environmental scan is essential in helping the key stakeholders to understand how the actions of the agency will impact the environment. An environmental scan is a continuous process of tracking the occurrences and the trends in the agency’s internal and external environment that affect its success. Therefore, when planning an environmental scan, it is important that the agency its challenges in terms of qualitative and quantitative challenges. Once an environmental scan has been done, the agency will be in a position of gathering information with respect to its external world, itself and its competitors. This provides the basis for responding to the challenges by either changes its plans or strategies as and when the need arises (Jana et al., 2016). An environmental scan is vital before any agency can develop a strategic plan to chart its way forward.

With regards to the housing agency, there are several internal conditions that might impact the effective implementation of the strategic plans. For instance, agency's employee interaction with others or how they relate to each other dictates the success or failure of the agency's strategic plan. Elsewhere, the agency’s management might inhibit the success of its strategic plan if the management does not promote or motivate the employees in the agency to work hard towards the achievement of its main objectives. Furthermore, the agency’s brand awareness plays an important role in facilitating the success of its strategic plans. For instance, if its potential customers have no idea about its existence in the market, it would be difficult to convince them to accept it as the ideal agency for constructing the low-cost houses in the city and its environs. More importantly, the interaction of the management and the shareholders of the agency is important in the sense that it determines the existence of the agency as well as the value it gives to the shareholders.

The stated conditions are important inhibitors to the success of the agency. Therefore, it is important to devise a plan that would be useful in minimizing their impact. For instance, with regards to the interaction between the employees, it would appropriate to create cultural competency awareness so that employees are free to interact with each other irrespective of their background. Elsewhere, the management should focus on promoting employee motivation so that they give their best to the success of the agency (Mulliner, Malys & Maliene, 2016). On the other hand, to reduce the impact associated with brand awareness, it will be appropriate to advertise the agency so as to engrave the image in the customers’ minds. Furthermore, the agency should work hard to ensure that there is a positive relationship between the management and the shareholders by ensuring that the agency conducts meetings with the shareholders so as to brief them on the progress made by the agency.

There are several external environmental conditions or factors that may affect the success of the strategic plan. These include but not limited to technology; technology is an important factor because the agency would need to move from the conventional methods to adopt new ones. Elsewhere, government regulation can inhibit the success of the strategic plan if the agency does not align its objectives to meet the desired of the government. Therefore, in order to address the mentioned conditions, it would be appropriate to ensure that the agency acquires the latest building technology such as the use polystyrenes to cut the down the cost of constructing houses. On the other hand, the agency will ensure that it understands government regulations to avoid the construction of multistory buildings in areas whose grounds cannot hold more than four stories. Elsewhere, it is important to work with the competitors in order for the agency to be successful. Therefore in this regard, the agency will consider forming mergers with competitors so as to reduce the competition provided that the mergers do not contravene the anti-trust laws.

Part III

Strength

The agency boats of several strengths that can positively impact its strategic plan. For instance, the agency has skilled labor that will enable it to successfully pursue its interest. Equally, the agency has tangible assets such as capital that it will leverage to ensure that its strategic plan succeeds. Finally, the housing agency can develop quality products due to its several years of experience in building and construction (Gao & Low, 2014). All these strengths are vital to the survival of the agency in the sense that they distinguish the agency from its competitors. Each strength can be utilized differently to impact the implementation of the strategic plan. For instance, the agency will utilize its skilled labor to ensure that high-quality products are made. On the other hand, the agency will use the tangible assets such as its capital base to roll out the project by constructing as many houses as possible at once.

Weaknesses

There is no doubt that the agency is faced with several weaknesses. These include but not limited to outdated technology that is still used in some projects which may delay the completion of the project in time. Elsewhere, the agency has a small staff that might inhibit the implementation of its projects. Finally, the agency suffers from brand recognition since not every customer knows its existence in the city. All the mentioned items qualify to be weaknesses since their continued existence in the organization inhibits its success in the housing project. The impact of these weaknesses can be minimized in various ways. For instance, with respect to outdated technology, the agency will ensure that it harmonizes its technology with the new one so that it is able to become competitive. Elsewhere, the agency will ensure that it hires as much qualified staff as possible so as to meet the needs of the housing project. Finally, the agency will put in place plans to advertise itself and create a lasting impression in the customers’ minds so that its brand can be recognized by many.

Threats

There are several threats that the agency is faced with. For instance, there are several emerging competitors with sophisticated technology with the capacity to complete the project within the shortest time possible. Elsewhere, the agency exists in an ever-changing regulatory environment that inhibits its success (Gao & Low, 2014). Finally, there exist competitors whose prices are much lower than the agencies. All the mentioned items qualify to be threatened since they determine the viability of the project in the long-run. Therefore, the agency can minimize the impact of these threats by meeting the competition with equally advance technology, keep pace with government policies and building use the agency's financial strength to build high-quality houses that outmatch the competitors with low priced houses.

Opportunities

The agency exists with immense opportunities that include the emerging needs of houses, the recent media coverage of the agency and the underserved or unmet housing needs in the city. All the mentioned items qualify to be opportunities since they provide new business opportunities to the agency. Therefore, the agency will incorporate the opportunities in the implementation of the strategic plan by using its internal strength such as the advanced technology and the large capital base to ensure that there are enough houses to meet the increasing demand for housing in the city.

The Technical

Once an environmental scan is conducted, the next thing is to develop strategic goals that are in line with the findings of the environmental scan. Therefore, based on the housing agency, there are quite several strategic goals that can be developed in order to meet the needs of the growing population (Ferlie & Parrado, 2018). Besides, a strategic plan will provide the housing agency with a sense of direction while at the same time acting as a useful tool that guides the daily decisions of the agency. Therefore, in this article, the author prepares strategic goals that will enable the agency to be successful.

There are several strategic goals that the agency can develop. These include but not limited to customers satisfaction, organizational culture and people strategic objective or goal. All the mentioned strategies are developed with an aspect of globalization in mind since globalization impacts the effectiveness of the agency in various ways. For instance, there is the need to appreciate the fact that Mumbai city is a global and therefore the architectural design must meet the global standards because there are many foreigners or expatriates working in India and would, therefore, need houses that are almost equal to what they left in their mother countries (Ferlie & Parrado, 2018). Elsewhere, the agency must focus on organizational culture that will dictate implementing a flexible working program that meets the global standards considering the fact that the agency has a good number of foreigners working with it. Finally, the people strategic objective or goal is affected by globalization in the sense that every organization is working hard to meet the global standards and therefore the agency will employ professionals that will enable it to meet the needs of the customers.

A potential alliance is simply a strategic agreement between two players to pursue a common objective. Therefore, in this regard, the potential alliance includes the possibility of working with competitors to meet a common objective. There are several opportunities that require an alliance with other agencies. For instance, since, a housing project is a capital-intensive project that requires a heavy initial capital outlay, the agency will need to form an alliance with other agencies to cut down on the cost and leverage their advanced technology for faster delivery of the housing units (Rosenberg, Hansen & Ferlie, 2016). There are several reasons as to why an alliance is important. For instance, the agency will be able to gain an access to other agencies’ knowledge and resources. Equally, forming an alliance will enable the agencies to form economies of scale by marshaling a broad set of resources to meet a common objective.

There are several strategies that can be developed to implement the mentioned strategic goals of the agency. For instance, with regards to customer’s satisfaction, the agency will need to know its customers so as to get an insight into their interests or preferred designs. The next strategy will be offering personalized services whereby some houses can be built on the basis of the designs provided by the customers (Rosenberg et al., 2016). Elsewhere, implementing an organizational culture in the agency will need changing the behavior and the mindset of the employees to align them towards the desired future and linking the behaviors of all the employees to the objectives of the agency. Finally, implementing people strategic objective will require aligning incentives as well as staff rewards with the expected performance and employing professionals who can create success for customers.

There is the need to understand and appreciate the importance of accountability in ensuring that the agency succeeds. Therefore, in this regard, the leadership of the agency will be held accountable for the execution of the strategic plan by creating a forum that permits both leaders and all another stakeholder to speak to each other thus enabling them to hold their leaders accountable. Elsewhere, both the management and the chosen team leaders will be responsible for the execution of the strategic plans based on their technical knowhow and the level of experience working with the agency (Rosenberg at al., 2016). On the other hand, the accountability of the employees of the agency will be tracked by tracking the assets of the agency that are entrusted in their hands. Equally, their accountability can be tracked by focusing on what is right for the agency and not who is right.

There is no doubt that the clients and the stakeholders play an important role in ensuring accountability in an organization. Therefore, in this regard, the clients and other stakeholders will hold the agency accountable by ensuring that the construction project to be initiated does not have a far-reaching effect on the residents as well as people in the neighboring estates. They will ensure that air pollution is minimized. Equally, the stakeholders, as well as the clients, will play an important role in ensuring that the construction promotes environmental sustainability. There are several actions that can be taken to ensure that the clients and stakeholders are actively engaged in ensuring that the leadership is held accountable with regards to the execution of strategic plans. For instance, the agency will ensure that it develops a productive rapport with both the internal and external stakeholders to increase its strategic impact. Elsewhere, the agency will ensure that there is an open forum where both the management and the stakeholders can engage with each other to ensure that the strategies are executed according to the plan.

Performance Indicators

It is imperative that everyone understands and appreciates the fact that a strategic plan cannot succeed with the absence of performance indicators that are quantifiable, measurable and observable. All performance indicators must have strategic significance to the success of a project or a strategic plan that an organization or an agency might have put in place (Parmenter, 2015). Performance indicators act as a compass in the sense that they measure where the project of the strategic plan is against where it has come from and where it ought to be. Furthermore, performance indicators translate business strategies into manageable and operational actions aimed at ensuring that the project or the plan succeeds. In this regard, Meghdoot Housing Agency in the capital city of India developed a strategic plan that must be measured to ensure its success. However, doing this call for the consideration of performance indicators that are suitable for the agency. This paper describes performance indicators of success and the performance targets of the strategic plan.

There are several performance indicators that can be used to tell whether the housing agency will benefit from its strategic plan. These include but not limited to employee satisfaction. It is important to appreciate the fact that satisfied employees of the agency will lead to happy customers of an agency and this will translate to increased sales and profitability of the agency (Doran, Kontopantelis, Reeves, Sutton & Ryan, 2014). Furthermore, satisfied employees of the agency will create a conducive working environment for everyone since they will be willing to work as a team to realize the objectives of the agency. The second performance indicator is the frequency of accidents. There is the need to appreciate the fact that the frequency of accidents in construction companies indicates an improper use of machineries that cause

injuries. The third performance indicator is the actual construction time in relation to the planned construction time. The fourth performance indicator is the quality of the houses constricted. The quality of the houses will speak volumes which can be used as a basis of determining whether or not the project has succeeded.

There are several ways of measuring the mentioned performance indicators. For instance, an agency can measure its success by looking at how customers are satisfied and their tendency to bring in more customers. This is measured by looking at the feedbacks from the customers (Parmenter, 2015). Elsewhere, the frequency of accidents can be measured by looking at the number of accidents in relation to the total population of employees. Elsewhere, the actual construction time in relation to the planned construction time is measured by considering the time it took to complete a given project in relation to the planned time. On the other hand, the quality of houses as a performance indicator can be measured by looking at the number of units that remain unsold.

It is imperative that everyone recognizes the fact that performance targets are management tools that are leveraged by agencies or corporate entities to deliver strategic changes that are needed to ensure the success of an agency or organization. Therefore, with regards to Meghdoot housing agency, the key performance targets include the need to ensure that at least seventy percent of the customers are fully satisfied with the agency to facilitate brand recognition (Doran et al., 2014). Elsewhere, the agency will aspire to ensure that all the employees of the agency are fully recognized and appreciated by the agency to ensure that they put in their best to ensure customers satisfaction. On the other hand, the agency targets to ensure

that the brand image is recognized and rated well by the customers to ensure that the agency acquires a substantial share of the market. These sections will all happen over a period of 3 to 5 years with the 5th year being the target goal.

References:

Ahluwalia, I.J., Kanbur, R. ., Mohanty, P.K. (2014).Urbanisation in India: Challenges, Opportunities, and the Way Forward. SAGE Publishing India

Doran, T., Kontopantelis, E., Reeves, D., Sutton, M., & Ryan, A. M. (2014). Setting performance targets in pay for performance programmes: what can we learn from QOF?. BMJ: British Medical Journal (Online), 348

Ferlie, E., & Parrado, S. (2018). Strategic Management in Public Services Organizations: Developing a European Perspective. In The Palgrave Handbook of Public Administration and Management in Europe (pp. 101-119). Palgrave Macmillan, London.

Gao, S., & Low, S. P. (2014). The Last Planner System in China's construction industry—A SWOT analysis on implementation. International Journal of Project Management, 32(7), 1260-1272.

Gopalan, K., & Venkataraman, M. (2015). Affordable housing: Policy and practice in India. IIMB Management Review, 27(2), 129-140.

Jana, A., Bardhan, R., Sarkar, S., & Kumar, V. (2016). Framework to assess and locate affordable and accessible housing for developing nations: Empirical evidence from Mumbai. Habitat International, 57, 88-99.

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Rosenberg Hansen, J., & Ferlie, E. (2016). Applying strategic management theories in public sector organizations: Developing a Typology. Public Management Review, 18(1), 1-19.

Sengupta, U., & Shaw, A. (Eds.). (2017). Trends and Issues in Housing in Asia: Coming off an Age. Taylor & Francis.