Enjoy Upto 50% OFF on Assignment Solutions!
Unlock discountPeople Management And Risk Management Of The E39 Coastal Highway Case Study By Native Assignment Help
Ph.D. Writers For Best Assistance
Plagiarism Free
No AI Generated Content
The E39 Coastal Highway project in Norway represents one of Europe's most ambitious infrastructure initiatives, aiming to revolutionize transportation along Norway's western coast through innovative fjord crossings and sustainable engineering solutions. This case study examines four critical management aspects of this megaproject:
Cultural influences on cross-stakeholder collaboration using Hofstede's framework
Leadership approaches for managing technical complexity and innovation
Change management models (Kotter vs. Lewin) for long-term transformation
Risk management strategies for subsea tunnels, environmental impacts, and economic viability
By analyzing these dimensions, we highlight best practices for managing large-scale infrastructure projects with multidisciplinary teams, evolving technologies, and sustainability imperatives.
Utilizing the 1100 km long E39 Coastal Highway in Norway, which connects Trondheim to Kristiansand, is an essential piece of equipment for any business or society operating a project involving deep extreme financial, social, and computer and scientific effects, results, or ideas. It is crucial to critically assess the role that culture plays in projects in order to ensure that a goal is understood or accomplished. This is especially true when considering Hofstede's Cultural Dimensions, which provide a strong foundation upon which larger initiatives can be constructed.
The Coastal Highway Route E39 project, spanning 1100 km along the west coast of Norway, is a huge and important difficult project that demands intelligent people and able to change project management leadership. In this analysis, we dig into project management leadership books, focusing on two well-known obvious explanations of why things work or happen the way they implemented big and important that changes people's thinking or lives Leadership and related to what is happening around Leadership. We aim to recommend a leadership style that is best suited to the many-sided challenges of the E39 Coastal Highway project.
On Each Order!
Transformational Leadership:
This leadership changes people's thinking or lives leadership, with its focus on very interesting intelligence and giving a reason to team members, is highly clearly connected with or related to the E39 project. Leaders employing this style focus on creating a shared vision, helping the development of invention of new things, and encouraging individual growth (Peric and Stulnig, 2020). In the big picture of this project, which demands new and exciting technologies and solutions, big and important that changes people's thinking or lives can stimulate the ability to create interesting new things and put in a sense of purpose among the team.
Situational Leadership:
related to what is happening around somebody or some leadership explanation of why leading process works or happens the way it does hints that effective leaders change their style based on the situation and the maturity of their team members. This approach involves testing, evaluating the readiness of the team to complete a job and changing to make better changes to fit new conditions and leadership behavior in the same way. Given the using different kinds of expert knowledge nature of the E39 project, a related to what is happening around somebody or leader could custom-design their approach to deal with the to speak to the clearly stated particular challenges created by presented by each aspect of the project.
Application to the E39 Coastal Highway Project:
The Coastal Highway Route E39 project involves many, many difficulties, needing a leadership style that can perfectly blend the intelligent person and be able to change and get better qualities of both big and important that changes people's thinking or lives and related to what is happening around somebody or leadership. The new and interesting technologies needed for extreme fjord crossings and the need for working together team effort across different fields of study make this an energetic changing project that demands flexibility in leadership.
big and important that changes people's thinking or leadership is extremely important for helping invent new things and encouraging the team to think beyond ordinary solutions (Vecchio et al. 2020). The leader should inspire a shared vision of a ferry-free E39, energizing the team to overcome challenges. big and important that changes people's thinking or lives leaders can help increase show in a good way working together team effort and ensure that the project team sees the larger purpose of their work, matching up making even their efforts with the long-term goals of the project.
Leadership Style Recommendation:
When one thinks about the many-sided nature of the E39 Coastal Highway project, big and important that changes people's thinking or lives-related to what is happening around somebody or Leadership Combination of two things, a gas-electric vehicle is recommended. This approach allows the leader to inspire invention of new things, help develop working together team effort, and change their leadership style based on the specific needs of different project phases.
The leader should:
The E39 Coastal Highway project demands an energetic and able to change leadership style that combines the intelligent person parts of big and important that changes people's thinking or lives leadership with the practicality related to what is happening around somebody or leadership (Pisor and Jones, 2021). This blended approach ensures that the project team remains given a reason to do something, new and interesting, and capable of traveling safely through the many different kinds of people or things challenges built into this new and exciting basic equipment needed for a business or society to operate effortlessly to begin doing something. As the leader guides the team through the difficult things about the E39 project, they must inspire, work together, and change to fit this intelligent person's difficult project to completion resulting in something.
The Coastal Highway Route E39 project in Norway is a huge basic equipment needed for a business or society to operate in an effort to begin doing aimed at changing the transportation system along the west coast. To critically review and figure out the worth, amount, or quality of managing change models in the big picture of this project, two well-known models will be examined: Kotter's Eight-Step Change Model and Lewin's Three-Step Change Model.
Kotter's Eight-Step Change Model
The beginning of the Coastal Highway project in response to the inefficiencies of the existing route shows or proves a clear sense of extreme importance. The need to improve transportation and money-based connectivity supports this step.
The project involves working together team effort between different people who are interested in a project or business, including the government, public management, consultants, and private companies. This supporting group is extremely important for successfully putting into use the proposed changes.
The vision for the project is to build a ferry-free E39 within 20 years, reducing travel time from Kristiansand to Trondheim. This vision matches up with makes even with the government's long-term National Transport Plan.
Regular communication from the Minister of Transport and Communication highlights the loyalty to the project even though there is the existence of possible challenges, focusing on the importance of clear, open and honest communication.
holding or securing giving support and security doing TV news New Approaches in the Culture:
The energy-neutral desire to do great things of the project, joined connected with the exploring things of new and interesting energy gathering collecting solutions, suggests a change in the way people think and act toward the ability to keep around, or keep going and forward-thinking approaches.
Lewin's Three-Step Change Model
The admission response recognition of the inefficiencies in the current E39 route and the intent to build a new, improved highway represents the unfreezing phase. It signals a departure from the way things are working now.
The actual construction of subsea tunnels, exploring things of different bridge structures, and the beginning of PhD works show by using a physical object to represent an idea or emotion the changing phase. New technologies and construction methods are actively being chased after.
The creation of the beginning of the existence of research agreements, happening now PhD works, and private company money-based support points to show efforts to turn into a solid and put into a hospital make a behavior acceptable to the changes made during the project. Both Kotter and Lewin's models can be applied to the Coastal Highway Route E39 project, providing a complete and thorough solid basic structure on which bigger things can be built for managing the difficulties connected with such large-scale basic equipment needed for a business or society to operate effortlessly (Wijaya, 2021). The loyalty to promise to communicate, working together with team effort, and invention of new things is obvious, laying a strong foundation for successful change putting into use.
In choosing a change management model for the E39 Coastal Highway project, Kotter's Eight-Step Change Model is recommended over Lewin's Three-Step Change Model. Kotter's model provides a more complete and thorough and repeating repetitive approach, which matches up well with the complex and long-term nature of the Coastal Highway project. The eight steps of Kotter's model are as follows:
Kotter's model offers a more energetic change and is able to change and get a better solid basic structure on which bigger things can be built, well-suited for a large and many-sided project like the E39 Coastal Highway (Brymer and Feletti, 2020). The repetitive nature of the model allows for continuous improvement and change to make it better related to changing to the changing and getting better challenges and opportunities connected with such complex basic equipment needed for a business or society to operate effortlessly to begin doing something.
Kotter's Eight-Step Change Model is recommended for its complete and thorough and able to change nature, matching up with making even with the detailed and changing and getting better patterns of relationships, movement, or sound of the E39 Coastal Highway project as presented in the case study.
1. Identify 10 risks
2. Carefully study 10 risks
Having to figure out the quality of things without measuring them with numbers, carefully studying the 10 risks in the risk register using ChanceImpact scoring provides understanding of their possible results. Here's a breakdown :
Chance: High
Hit effect: High
Analysis: The use of new and interesting technology introduces doubt. The chance of meeting technical challenges during construction is high, and the hit effect on project timelines and costs could be big.
Chance: Not extreme medium-level
Hit effect: High
Analysis: related to surrounding conditions or the health of the Earth risks during construction and operation are not extreme medium-level but carry a high hit effect. The disruption to marine communities and careful management of energy gathering collecting attempts to begin new require result in strong and healthy lessening bad success plans ways of reaching goals.
Chance: Not extreme medium-level
Hit effect: High
Analysis: related to managing money uncertainties and increasing project costs present a stand in a showy and fake way a not extreme medium-level chance of money-based ability to be done risks. The possible result on the project's budget and money giving money to sources is high, needing careful ordering related to managing money management.
Chance: Not extreme medium-level
Hit effect: High
Analysis: Safety risks connected with extreme weather, natural dangers risks, and possible ship crashes are moderately probable but have a high hit effect. Strong and healthy risk management success plans ways of reaching goals are extremely important for making sure of worker and road user safety (Ryom et al. 2020).
Chance: Not extreme medium-level
Hit effect: Not extreme medium-level
Analysis: The move change to Design-Build contracts introduces not extreme medium-level risks in terms of chance and hit effect. producing a lot with very little waste planning and cooperation are extremely important to manage possible delays and cost overruns (Siegrist, Luchsinger and Bearth, 2021).
Chance: Not extreme medium-level
Hit effect: Not extreme medium-level
Analysis: Risks connected with the reliability and wasting very little while working or producing of energy gathering collecting technologies are not extreme medium-level. Challenges in energy storage and transportation may affect the project moderately.
3. Response to 10 Risks
Approach: Threat
Lessening bad success plans ways of reaching goals: Work together with international experts and do lots of pilot studies to validate technology, reducing uncertainties and improving project ability to actually be done.
Approach: Threat
Lessening bad success plans ways of reaching goals: Put into use difficult strict high quality effect on the surrounding conditions or on the health of the Earth tests evaluations, start work at clear open and honest communication with people who are interested in a project or business, and invest in eco-friendly construction practices to make as small as possible treat important as unimportant bad effects on communities.
Approach: Threat
Lessening bad success plans ways of reaching goals: Regularly update cost guesses of a number, explore different money giving money to sources, and establish related to one thing depending on another thing that might or might not happen money to address budget differences different versions and secure make sure of related to managing money toughness.
Approach: Threat
Lessening some bad success plans ways of reaching goals: Develop and enforce strict safety rules of conduct, conduct regular risk tests evaluations, and invest in the best design available now safety measures to protect workers and road users.
Summarized commentary
The Coastal Highway Route E39 project faces more than two, but not a lot of big risks that demand careful management to ensure successful completion. Among these, technical complex difficulty and invention of new things risks present a big threat. Building extreme fjord crossings with partly known technology in new and advanced ways introduces uncertainties, needing ordering partnership with international experts and long big pilot studies to validate the technology. This approach aims to make as small as possible treat important as unimportant technical challenges and improve the project's ability to actually be done.
Money-based ability to be done risks, coming from caused by the high-reaching 20-year completion goal and increasing project costs, are significant threats. Regular updates to cost guesses of a number, exploring things of different money giving money to sources, and the creation of the beginning of the existence of related to one thing depending on another thing that might or might not happen money is very important threat lessening bad success plans ways of reaching goals to address budget uncertainties and secure make sure of related to managing money toughness (Haase et al. 2021).
Whether it’s a last-minute essay or a complex research paper, our Cheap Assignment Help offers quick and affordable solutions that will meet your academic needs. We guarantee quality, originality, and timely delivery, so you can rest assured that your assignments will be completed to the highest standard, without the expensive price tag.
References
Straub, A.M., 2021. Natural disasters don’t kill people, governments kill people:” hurricane Maria, Puerto Rico–recreancy, and ‘risk society. Natural hazards, 105(2), pp.1603-1621.
Danne, T., Limbert, C., Puig Domingo, M., Del Prato, S., Renard, E., Choudhary, P. and Seibold, A., 2021. Telemonitoring, telemedicine and time in range during the pandemic: paradigm change for diabetes risk management in the post-COVID future. Diabetes Therapy, 12, pp.2289-2310.
Thorpe, J., Ashby, S., Hallab, A., Ding, D., Andraus, M., Dugan, P., Perucca, P., Costello, D., French, J.A., O'Brien, T.J. and Depondt, C., 2021. Evaluating risk to people with epilepsy during the COVID-19 pandemic: preliminary findings from the COV-E study. Epilepsy & Behavior, 115, p.107658.
Peric, S. and Stulnig, T.M., 2020. Diabetes and COVID-19: disease—management—people. Wiener Klinische Wochenschrift, 132, pp.356-361.
Vecchio, S., Ramella, R., Drago, A., Carraro, D., Littlewood, R. and Somaini, L., 2020. COVID19 pandemic and people with opioid use disorder: innovation to reduce risk. Psychiatry research, 289, p.113047.
Pisor, A.C. and Jones, J.H., 2021. Do people manage climate risk through long?distance relationships?. American Journal of Human Biology, 33(4), p.e23525.
Wijaya, O.Y.A., 2021. Risk Management Mitigation in the New Normal Era. Budapest International Research and Critics Institute-Journal (BIRCI-Journal) Vol, 4(1), pp.1088-1097.
Brymer, E. and Feletti, F., 2020. Beyond risk: The importance of adventure in the everyday life of young people. Annals of Leisure Research, 23(3), pp.429-446.
Ryom, L., Cotter, A., De Miguel, R., Béguelin, C., Podlekareva, D., Arribas, J.R., Marzolini, C., Mallon, P.G.M., Rauch, A., Kirk, O. and Molina, J.M., 2020. 2019 update of the European AIDS Clinical Society Guidelines for treatment of people living with HIV version 10.0. HIV medicine, 21(10), pp.617-624.
Haase, C.L., Lopes, S., Olsen, A.H., Satylganova, A., Schnecke, V. and McEwan, P., 2021. Weight loss and risk reduction of obesity-related outcomes in 0.5 million people: evidence from a UK primary care database. International Journal of Obesity, 45(6), pp.1249-1258.
Siegrist, M., Luchsinger, L. and Bearth, A., 2021. The impact of trust and risk perception on the acceptance of measures to reduce COVID?19 cases. Risk Analysis, 41(5), pp.787-800.
Limakatso, K., Bedwell, G.J., Madden, V.J. and Parker, R., 2020. The prevalence and risk factors for phantom limb pain in people with amputations: a systematic review and meta-analysis. PloS one, 15(10), p.e0240431.
Go Through the Best and FREE Case Studies Written by Our Academic Experts!
Native Assignment Help. (2025). Retrieved from:
https://www.nativeassignmenthelp.co.uk/people-management-and-risk-management-of-the-e39-coastal-highway-case-study-30586
Native Assignment Help, (2025),
https://www.nativeassignmenthelp.co.uk/people-management-and-risk-management-of-the-e39-coastal-highway-case-study-30586
Native Assignment Help (2025) [Online]. Retrieved from:
https://www.nativeassignmenthelp.co.uk/people-management-and-risk-management-of-the-e39-coastal-highway-case-study-30586
Native Assignment Help. (Native Assignment Help, 2025)
https://www.nativeassignmenthelp.co.uk/people-management-and-risk-management-of-the-e39-coastal-highway-case-study-30586
Explanation Principle Of Private Residence Relief (PPR) Are you in search of...View or download
Introduction - Company Formation & Employee Rights in the UK The English...View or download
Geopolitical Strategies in Preventing Nuclear Proliferation Introduction The...View or download
COVID-19 Death Rates and Data Analysis in England and the UK Navigate through...View or download
Introduction The goal, parameters, and structure of the study, establish the...View or download
Cost Management On Zero-Based Budgeting In Private Sector Organisations The...View or download
Get your doubts & queries resolved anytime, anywhere.
Receive your order within the given deadline.
Get original assignments written from scratch.
Highly-qualified writers with unmatched writing skills.
We utilize cookies to customize your experience. By remaining on our website, you accept our use of cookies. View Detail
Get 35% OFF on First Order
Extra 10% OFF on WhatsApp Order
offer valid for limited time only*