Abstract: This case study is part of the University of Calgary course on Organizational Behavior. It shall inspect and assess the SLS Group current issues surrounding management’s apparent lack of engagement across the organization in Canada, employee’s skepticism about the leadership team’s ability to sustain market share, and the growing doubts as to whether they can grow the business internationally. SLS is one of the leading engineering and construction groups in the world, a major player in the ownership of infrastructure headquartered in Montreal, Quebec. It has offices in over 40 countries worldwide. Our mandate is to come up with a plan, design, and execution strategy on how to maintain SLS exceptionally high standards of environmental protection, health, safety, ethics, and regulatory compliance in addition to keeping its envied top competitive position in the world, and increasing revenues in a challenging and competitive global market. Rufran C. Frago (BSME/BSManE) P. Eng., PMP, CCP, PMI-RMP

1. 2014
Abstract:
This study shall inspect and assess the SLS Group current issues
surrounding management’s apparent lack of engagement across
the organization in Canada, employee’s skepticism about the
leadership team’s ability to sustain market share, and the
growing doubts as to whether they can grow the business
internationally.
Our mandate is to come up with a plan, design, and execution
strategy on how to maintain SLS exceptionally high standards of
environmental protection, health, safety, ethics, and regulatory
compliance in addition to keeping its envied top competitive
position in the world, and increasing revenues in a challenging
and competitive global market
Case Study
Road to Operational Excellence (OE)
Strategic Plan, Design, and Execution
Abstract:
This case study is part of the
University of Calgary course on
Organizational Behavior. It shall
inspect and assess the SLS Group
current issues surrounding
management’s apparent lack of
engagement across the organization in
Canada, employee’s skepticism about
the leadership team’s ability to sustain
market share, and the growing doubts
as to whether they can grow the
business internationally.
SLS is one of the leading engineering
and construction groups in the world,
a major player in the ownership of
infrastructure headquartered in
Montreal, Quebec. It has offices in
over 40 countries worldwide.
Our mandate is to come up with a
plan, design, and execution strategy
on how to maintain SLS exceptionally
high standards of environmental
protection, health, safety, ethics, and
regulatory compliance in addition to
keeping its envied top competitive
position in the world, and increasing
revenues in a challenging and
competitive global market. Great
leadership stimulates organizational
quality that leads to operational
excellence.
Author : Rufran C. Frago
Revision : September 5, 2014

2. 090514-Road to Operational Excellence Page 2 of 27
TABLE OF CONTENTS
PAGES
1.0 INTRODUCTION AND OVERVIEW ........................................................ 4
2.0 OBJECTIVE ................................................................................................. 5
3.0 MANDATE................................................................................................... 6
4.0 STRATEGIC PLAN IN VARIOUS LEVELS OF ORGANIZATION........ 6
4.1 AT THE LEADERSHIP LEVEL ................................................................. 6
4.1.1 How can the Managers increase leadership effectiveness?....................... 6
4.1.2 How can Managers motivate and empower employees to improve
decision making, while increasing performance and efficiency? ........................... 9
4.2 AT THE TEAM LEVEL (EMPLOYEES) ................................................. 13
4.2.1 How can Managers communicate more effectively (including cross-
cultural communication, face-to-face, virtual with technology) between
departments/units and employees? ....................................................................... 13
4.2.2 How can Managers resolve/manage conflicts in the workplace, prevent
abuse of power, bullying, and harassment in the workplace?............................... 15
4.3 AT THE ORGANIZATIONAL LEVEL.................................................... 17
4.3.1 How can Managers increase employee’s engagement, and overall
satisfaction in their job?........................................................................................ 17
4.3.2 How can Managers encourage innovation and creativity in the
workplace? ............................................................................................................ 18
4.3.3 How will management change the culture of the organization from
disengaged to vibrantly motivated employees?.................................................... 20
5.0 CONCLUSION........................................................................................... 24
6.0 BIBLIOGRAPHY....................................................................................... 26
7.0 INDEX........................................................................................................ 27

3. 090514-Road to Operational Excellence Page 3 of 27

4. 090514-Road to Operational Excellence Page 4 of 27
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and many other related topics in the paperback edition of
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and Opportunities: A Project Controls Perspective." It is
also available in Amazon’s Kindle edition.
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Cheers,
Rufran C. Frago
Author
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