Designing a bright future at Landscape Design

Landscape Design, a construction and grounds maintenance business, was established in 1980 and grew to become Scotland's leading provider of hard and soft landscaping, civil engineering, masonry restoration and new build, grounds maintenance and winter services. The projects side of the business specialised in delivering innovative outdoor hard landscaping solutions (such as paving) and large masonry projects. The services side of the business provided maintenance of communal green spaces during the Spring and Summer (lawn mowing, hedge trimming, planting and weeding) before moving to snow clearing and gritting throughout the Winter months. The core staff of 500 increased to 1000 over the peak

summer season. Following a management buy-out by two of the previous senior team, the new Managing Director, Alistair Devine, was keen to create a sustainable, profitable business that reliably delivered quality and value to customers. Underpinning this goal was a desire to build a business that he, and his Company Secretary co-owner, Mike Stockdale, could ultimately sell.

Using this case study solve first two questions.

1. Using your understanding of OB theories and concepts, what are the key people issues affecting Landscape Design? Please discuss at least four issues in your answer.(1350 maximum word limit)

2. What recommendations would you make to Lucy Hartland in response to the issues identified above? Discuss your proposals with reference to relevant OB theories and concepts.(1350 maximum word limit)

3. The Classical School and the Human Relations School view the role of workers and management very differently. Compare and contrast these approaches. (900 maximum word limit)

4. Explain why an understanding of perception is important for understanding organisational behaviour. (900 maximum word limit)

Please solve ASAP and get double thumbs up