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Introduction To Management Of AGL

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Question:

Discuss about the Introduction to Management of AGL.
 
 

Answer:

Introduction

AGL Energy is a popular and energy leading organisation based in Australia. The organisation is highly popular among the stakeholders considering its sustainable business operation process and business practices. Most importantly, the organisation has gained huge popularity due to the offering of high-quality renewable energy generation activities. The organisation was established in the year 1837. On the other hand, Lendlease is an Australia-based leading multinational infrastructure group, which has a strong support from the stakeholders. This is acceptable that both the organisations have individual’s strengths and weaknesses, but the organisations have succeeded to develop sustainable values and business objectives. Most importantly, these firms have strongly tried to meet the developed business objectives per the developed mission and vision of the organisation. This assignment will compare and contrast the mission and vision, values, corporate social responsibility practices and stakeholders of the two organisations with the help of the development of individual SMART goals to determine, whether the firms have met the objectives or not.

Vision or Mission Statement of the Organisations

The Vision of AGL Energy is to lead the Australian Energy market and create sustainability in the business operation processes. Apart from it, the mission of the organisation is to offer sustainable and renewable energy products and services to the target customers and business clients to a cost-effective approach. AGL Energy has strongly focused on the use of adequate and sustainable business management processes to offer high quality and renewable energy services (Pelegrini & Marie, 2014).

On the other hand, the vision of the Lendlease Group is to expand the global business operation management process in several emerging and developing countries by giving priority to the needs and satisfaction level of the organisations. On the other hand, the organisations also have focused on the use of adequate construction materials and resources in the business operation services to ensure a strong stakeholder support in the business operation process. However, the management of Lendlease Group always used high-quality technological resources and skilled human resources in order to offer high quality and adequate business operation performance (Trafvelin et al., 2014).

 

Values of the Organisations

Each and every organisation has its own value system (Trafvelin et al., 2014).  Similarly, the management of AGL Energy organisation is strongly focused on the development of ethical and sustainable value. The first major value of the organisation is to offer high quality and differentiated renewable energy services to the target customers. On the other hand, this is also important to state that the organisational management always focuses on the use of recycled energy sources and raw materials in the manufacturing of the products and services. Lastly, the management of the organisation is also responsible for effective use of the advanced technological instruments in the manufacturing process in order to focus on increasing customer and stakeholder value (Adrichvi & Yoon, 2014).

On the other h&, the management of the Lendlease Group is also responsible for ensuring value-added business services. The organisational management always ensures that the company is concerned about the use of secured, high quality, safe and price effective construction materials and resources in the property & infrastructure development process. The organisational management places value on the needs of the customers, business clients and other stakeholders.

Corporate Social Responsibilities of the Organisations

The considered business operation process of AGL energy is the major example of the objective & activities of CSR-drove business operation and management process. Moreover, this is also essential to state that the sustainable business outcome is also a major contributor of the firm. First of all, the management produced sustainable and renewable energy resources. It is a big example of the corporate social responsibility practice. On the other hand, the organisational management always focuses on the use of recycled natural resources, such as water and solid waste to generate energy which is regarded as an important example of the corporate social responsibility of the organisation. Moreover, the organisational management also focuses on the people's sustainability aspect by ensuring effective employment values for all employees. Employment sustainability, environmental sustainability and economical sustainability have ensured the management of the organisation to gain strong business growth & effective customer support (Metcalf & Benn, 2013).

Similar to AGL energy corporation, the management of Lendlease Group generally focuses on the corporate social responsibility and welfare approaches in order to maintain a strong & adequate business growth rate across the global industry. The organisation has improved its market share growth rate slowly and gradually through the use of sustainable CSR approaches. The organisation has always mentioned the keeping of Greenfield l&scape in each and every project to maintain environmental sustainability. Moreover, this is also important for the researcher to state that the organisation has focused on the development of adequate and significant sustainable business operation techniques, such as recycling and environment-friendly business resources. On the other hand, the management of Lendlease Group also focuses on the an economic sustainability by offering the construction projects at economic price to back the purchasing power of the clients and customers (Mitchell, 2015).

 

Stakeholders in the Corporate Statements of the Organisations

The management of AGL Energy has effectively mentioned their values and relationships with the major stakeholders in the developed corporate statement (Mooman, 2012). It can be stated that the management of the organisation used to give strong value to its important external stakeholders, such as community members, business clients, customers, local agencies and government of the states as well as the country. Similarly, the organisational management has given huge value to the internal stakeholders, such as employees and board members. However, the organisational management has always mentioned the sustainability approach to meet the satisfaction and expectation level of clients and other customers (Jerone, 2013).

Similar to AGL energy corporation, the top management of Lendlease Group has provided strong respect and high value to the needs and satisfaction level of the target customers in the business operation process to ensure a sustainable approach. The top management and every fact regarding the satisfaction level and dissatisfaction aspects of the target customers. The organisational management has greatly thanked the external stakeholders in the corporate statement for the support (Chen & Huang, 2011). Moreover, the organisational management has strongly focused on the development and effective employee centric strategies in the business operation process.

 

SMART Goals of the Organisations

SMART Goals can be considered as a specific goal development process, which can help an organisation to maintain success in the global business operation process. SMART goals comprised of specific, measurable, realistic, attainable and timely goals (Beugelsdijk, 2010).

In terms of AGL Energy, the organisational management will focus on the further improvement in pricing strategy. The cost-based pricing strategy is motivating the firms to charge a high price for certain services, which is causing a drop in sales growth rate. The specific objective of the organisation would be to attain a 25 percent sales growth rate in the year 2017 comparing to the last year. In terms of measurable growth, the management of AGL Energy company should improve the client base by more 1,00,000 clients in next financial year. In terms of attainable, strong and effective promotional activities should be considered by integrating online social media approach. In terms of the realistic goal, the organisation should focus on the global expansion strategy in nearby countries. Lastly, the organisation needs to meet all the above-developed objectives in the next 36 months (Edwards et al., 2013).

On the other hand, Lendlease Group is a reputed firm in global property & infrastructure service providing industry. In terms of the specific goals, the organisation should improve the brand awareness activities by investing in marketing approaches. In terms of measurable goals, the management of Lendlease Group should try to increase the market share by 20 percent across the globe. In terms of realistic goals, the management of Lendlease Group should focus on the development of a strong client base of 1 million business clients. In terms of achievable goals, the organisational management will look to lead the global marketplace. In terms of timely approach, the organisational management needs to meet the above-developed goals in the next 48 months from now (Jansen & Samuel, 2014).

 

Believable & Value Addition

However, the developed SMART goal is believable for the management of AGL energy. This is highly important to state that the organisational management is trying to improve its pricing strategy and the consideration of cost leadership strategy will help the management of the firm to meet the developed objectives. In an addition, it will also act as value added service as getting of renewable energy resources can help an organisation to ensure significant growth rate across the globe (Coultere & Hancke, 2016). Apart from it, this is also recommended that the organisation should go for more global expansion activities in order to take care of the business s growth rate and market share growth rate. This will also help the management of AGL Energy to meet the developed vision statement (Johns, 2005).

On the other hand, the management of Lendlease Group is focusing on the development of effective promotional approaches to take care of effective awareness of the new services and products. On the other hand, the management of the organisation should also focus on the development and implication of effective and significant implication of the customer base development approach will assist the management of the organisation to take care of the needs of the stakeholders and shareholders of the organisation. Hence, both the organisations should look for sustainability in the business operation process (Denisi & Smith, 2014).

Conclusion

In terms of the contrast and comparison, it can be stated that the organizational managements of AGL Energy Corporation and Lendlease Group have similar types of approaches in the business operation process as both the organizations are strongly focusing on the development and enhancement of three types of sustainability in the business operation process, such as economic sustainability, environmental sustainability and social sustainability. On the other hand, this is also identified from the above-mentioned approaches that the organisational managements of both the organisations are trying to offer high-quality products as well as services to the target customers by integrating effective and sustainable business operation resources.

In terms of only differences, it can be stated that the top management of AGL Energy Corporation is focusing on the development and implication of the effective and significant pricing approach to improve the sales growth. On the other hand, Lendlease Group is trying to improve marketing approaches for strong brand awareness.

 

References

Ardichvii, A., & Yoon, W. S. (2014). “Designing Integrative Knowledge Management Systems: Theoretical Considerations & Practical Applications.” Advances in Developing Human Resources, 11(3), 307-320.

Beugelsdijk, S. (2010). “Strategic Human Resource Practices & Product Innovation.” Organization Studies, 29(8), 820-847.

Chen, C., & Huang, J. (2011).. “Strategic human resource practices & innovation performance-The mediating role of knowledge management capacity.” 62(1), 104-114.

Coulter, S. & Hancké, B. (2016) . A bonfire of the regulations, or business as usual? The UK labour market & the political economy of Brexit. The Political Quarterly, 87(2), pp. 148-156.

DeNisi, A. & Smith, C. (2014). Performance appraisal, performance management, & firm-level performance: a review, a proposed model, & new directions for future research. The Academy of Management Annals, 8(1), pp. 127-179.

Edwards, G., Elliott, C., Iszatt-White, M. & Schedlitzki, D. (2013). Critical & alternative approaches to leadership learning & development. Management Learning, 44(1), pp. 3-10.

Jansen, A. & Samuel, M. (2014). Achievement of organisational goals & motivation of middle level managers within the context of the two-factor theory. Mediterranean Journal of Social Sciences, 5(16), pp. 53-96.

Jerome, N. (2013). Application of the Maslow’s hierarchy of need theory; impacts & implications on organizational culture, human resource & employee’s performance. International Journal of Business & Management Invention, 2(3), pp. 39-45.

Johns, G. (2005). “Operation managementBehavior at Contemporary Era”. A Journal of Strategic Management Approaches, 12(8), 7.

Metcalf, L. & Benn, S. (2013). Leadership for sustainability: An evolution of leadership ability. Journal of Business Ethics, 112(3), pp. 369-384.

Mitchell, R. (2015). ‘If there is a job description I don’t think I’ve read one’: a case study of programme leadership in a UK pre-1992 university. Journal of Further & Higher Education, 39(5), pp. 713-732.

Mooman, L. (2012). “Business Culture.” A Journal of Occupational & Organizational management, 1(1), 17.

Pelegrini, M. P., & Marie B. C. (2014). Trust tokens in team development. Team Performance Management, 20(1/2), pp. 39-64.

Tafvelin, S., Hyvönen, U. & Westerberg, K. (2014). Transformational leadership in the social work context: The importance of leader continuity & co-worker support. British Journal of Social Work, 44(4), pp. 886-904.

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