Lafarge S.a

2908 Words Oct 20th, 2012 12 Pages
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

INTRODUCTION
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 either cases of business expansion or continuity
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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 provide for the needs of others. Welfare is also somewhat linked to family security too. Helpful as a value also manifests in corporate social responsibility.
In support of these values, Laszlo & Myers(2006) in reference to Lafarge stated in their article as thus “ it approved an HIV/AIDS policy with the help of ZHABS, the comments of employees and partner organizations and Integrated Healthcare Consulting (IHC). Chilanga’s prevention relies on 44 workplace and 24 community peer educators as its primary method. Employees and their families have access to screening for tuberculosis and

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