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Management Structure, Role of Marketing and Human Resource Functions

Construction organizations are pivotal to building and developing critical infrastructure like roads, bridges, dams, hospitals, schools, and commercial buildings that enable economic growth and improvement in the quality of life of citizens. Effective management structures, robust marketing strategies, and sound human resource policies are vital for construction firms to deliver projects successfully and operate profitably in a highly competitive sector. This essay will critically analyze the management structure, marketing mix, and human resource functions of Morgan Sindall Group PLC, a leading multi-disciplinary construction and regeneration group based in the United Kingdom.

With over 6,700 employees and operations across diverse sectors, including infrastructure, commercial and residential construction, fit-out, urban regeneration, and more, Morgan Sindall Group PLC provides an ideal case study to evaluate the critical organizational aspects of a major construction firm. The company was formed in 1977 with the merger of John Morgan and Jack Lovell and has grown steadily through strategic acquisitions and delivery of major construction projects across the UK. Assessing the management hierarchy, marketing techniques, recruitment policies, and employee relations strategies at Morgan Sindall offers valuable insights into how large-scale construction projects are executed efficiently by a premier construction group.

This paper will adopt a critical approach to analyze four key aspects of Morgan Sindall Group PLC in detail. First, it will evaluate the group’s management structure and how it has evolved over the years as the company expanded its operations across different sectors and geographies. Second, it will discuss the marketing mix adopted by Morgan Sindall, focusing on its 4Ps – Product, Price, Place, and Promotion strategies. Next, the essay will provide an overview of the human resource functions at the group, particularly its approaches to recruitment, selection, talent development, and employee relations. Finally, the conclusions will summarize the key takeaways and learning from studying a leading construction major’s management, marketing, and HR aspects.

Evaluating these vital organizational dimensions of Morgan Sindall Group PLC will further the understanding of the ingredients necessary for construction businesses to attain operational excellence and execute large-scale projects profitably in a highly competitive sector. The group’s diverse business portfolio and pan-UK presence allow for valid cross-sectoral and geographical comparisons during the analysis. This essay aims to provide valuable insights into successfully managing a premier construction organization in contemporary times by undertaking a holistic and critical study. The learnings can be extended to other construction majors and infrastructure developers integral to a nation’s economic growth and development.

Provide A Background of The Selected Organization

Morgan Sindall Group PLC is a leading construction and regeneration group headquartered in London, United Kingdom. Formed in 1977 with the merger of John Morgan and Jack Lovell, the company has steadily grown over the past four decades into a multi-disciplinary construction major with operations across diverse sectors. The origins of Morgan Sindall date back to the 1960s when John Morgan founded his eponymous construction company in London. Jack Lovell was running his own construction business around the same time (Strategy and KPIs, n.d). Both identified the potential for larger-scale projects as major cities like London expanded rapidly in the 1960s. This motivated Morgan and Lovell to pool their resources and expertise to bid for more significant contracts. In 1977, they formally merged their firms into Morgan Lovell with an initial capital of £1,000 from their personal savings.

The new entity steadily built up a reputation in the construction industry as an efficient firm capable of delivering major projects in time and within budget. Morgan Lovell acquired Overbury, a fit-out contractor established in 1942, in 1985. This helped the company expand into the interior refurbishment and fit-out sector (Harvey, 2018). In 1994, Morgan Lovell merged with William Sindall PLC, a company founded in the 1860s, to form Morgan Sindall. This merger helped the company get listed on the London Stock Exchange and added to its financial and operational capacity.

Over the past three decades, Morgan Sindall has grown organically and through acquisitions into one of the leading construction groups in the UK. From its initial focus on construction, the group has diversified into related sectors like urban regeneration, infrastructure management, housing and property services (MORGAN SINDALL GROUP, n.d). Morgan Sindall now operates through six core divisions spanning construction, interior fit-out, property services, affordable housing, urban regeneration, and financial investments – Construction & Infrastructure focuses on erecting offices, retail spaces, hospitals and schools; Fit Out provides refurbishment and interior fit-out services; Property Services handles maintenance and facilities management; Partnership Housing undertakes affordable projects in partnership with local governments; Urban Regeneration spearheads neighborhood regeneration and mixed-use developments; and Investments manages PFI investments in Morgan Sindall’s projects. Geographically, Morgan Sindall operates primarily in the UK with a focus on England, Scotland and Wales. Some of its landmark construction projects include the University of Birmingham Library, new buildings at Farringdon Station in London and the Rolls Building courts complex. Recently, in 2022, the group reported revenues of £3.3 billion, underlining its position as a construction major in the UK.

I chose Morgan Sindall Group PLC as the organization for analysis in this essay because it represents a pioneering British construction company that has evolved into a diversified group while retaining its focus on UK-based projects. Studying the management structure and organizational aspects of Morgan Sindall provides useful insights into the functioning of construction majors in the UK and Europe (Morgan Sindall Group, n.d). The company’s growth into different business verticals also allows for an interesting analysis of how construction firms can diversify successfully. Given Morgan Sindall’s long track record and reputation in the UK, it serves as an ideal case study subject for this essay. Analyzing the group will illuminate key factors that have enabled its transition from a fledgling contractor in the 1960s into one of the country’s largest construction organizations.

State Discuss the Management Structure of The Selected Organisation

Morgan Sindall Group PLC operates a divisional organizational structure that groups its different business units into six divisions – Construction & Infrastructure, Fit Out, Property Services, Partnership Housing, Urban Regeneration and Investments. This management structure has evolved over the past four decades as the company has grown and diversified into new business verticals beyond just construction. The origins of the divisional structure at Morgan Sindall can be traced back to the 1980s when it started expanding operations beyond core construction projects (MORGAN SINDALL GROUP PLC, n.d). The acquisition of Overbury in 1985 allowed Morgan Sindall to enter the fit-out sector. Setting up a separate Fit Out division made sense to focus specially on interior refurbishment projects. Similarly, the Property Services and Partnership Housing divisions were added in the 1990s and 2000s, respectively, as the group started facility management and affordable housing projects.

As per management expert Henri Fayol, divisional structures are best suited for large organizations with multiple business units across diverse industries and geographies. The divisional structure creates dedicated teams and resources for each new business vertical within the overall group. This allows the leadership to set specific goals and growth targets for each division based on their markets and capabilities (Strategy and KPIs, n.d). Morgan Sindall’s diversification from construction into allied sectors like urban regeneration, property services etc. necessitated the adoption of a divisional structure for optimal utilization of resources and competencies.

The key advantages of the divisional structure for Morgan Sindall are that it enables dedicated focus and specialization for each business unit through decentralized teams and divisional heads. This helps Morgan Sindall deliver domain expertise for sectors like fit-out, urban regeneration etc. beyond just construction (Harvey, 2018). Additionally, performance and profitability can be measured separately for each division, which provides greater transparency on the financial health and productivity of individual business units, allowing loss-making divisions to be identified clearly.

Divisional heads can also be empowered to operate with a degree of independence and undertake initiatives to capture market share in their respective segments, facilitating quicker decision making. Furthermore, diversification into new business areas is easier by setting up new divisions, as evidenced by Morgan Sindall moving into facility management and housing projects through its Property Services and Partnership Housing divisions (MORGAN SINDALL GROUP, n.d). Finally, accountability and ownership at the divisional level enables the corporate leadership to focus more on overall strategy and synergies across business units, with division heads taking responsibility for operational performance of their units.

However, there are some limitations of the divisional structure that Morgan Sindall faces. Duplicate functions across divisions like HR, Finance etc. can undermine cost optimization efforts, though Morgan Sindall has partially addressed this issue by establishing some centralized corporate roles. Divisions may also start operating in silos rather than collaborating, which can reduce organizational cohesion (Morgan Sindall Group, n.d). Morgan Sindall tries to mitigate this risk through common training programs and job rotations across divisions. Moreover, adding new divisions requires significant capital and human resources, so the group may spread itself too thin by expanding into too many sectors. The company needs to be selective in launching new divisions only where clear synergies exist with current operations.

Furthermore, inter-divisional conflicts arising from competing priorities can undermine group-level goals. Morgan Sindall must implement effective frameworks for transfer pricing and shared services between divisions to maximize cooperation and synergy. If divisions are unwilling to share resources, knowledge and talent, the overall organization may become fragmented into disparate silos. Thus, while divisional structures enable decentralization and specialized focus, Morgan Sindall has to actively foster collaboration through cross-divisional project teams, leadership training programs, and incentives to break down silo mentalities (MORGAN SINDALL GROUP PLC,n.d). The corporate strategy team also needs to carefully evaluate proposed new divisions and ensure they align with overall company goals and have potential for value creation, rather than blindly launching new divisions only to stretch resources too thin. Achieving the right balance between decentralized divisional autonomy and integrated group-level cooperation will be an ongoing challenge.

The divisional structure has served Morgan Sindall well over the decades as it continues to diversify operations across sectors and geographies. The decentralized divisional units drive greater accountability and enable the core leadership team to focus more on long-term strategic goals. However, Morgan Sindall needs to continue improving coordination between the divisions through cross-functional teams and knowledge sharing programs. The group must also be selective in adding new divisions only where significant synergies exist with existing operations.

The 4Ps Of the Marketing Mix in Relation to The Selected Organization

The marketing mix refers to the set of controllable tactics and strategies organizations use to promote their products or services, advance their brand, and directly influence consumer purchasing decisions. It consists of the 4Ps – Product, Price, Place, and Promotion. This framework helps companies optimize their offering, pricing approach, distribution methods, and promotional channels to drive sales.

This section will analyze the 4Ps marketing mix adopted by Morgan Sindall Group PLC, a leading UK-based construction and infrastructure development company (Harvey, 2018). Each P of the marketing mix as relevant to Morgan Sindall’s services and target clientele will be evaluated. Recommendations will also be provided on approaches that can enhance the company’s marketing strategies.


The core product offered by Morgan Sindall is construction, infrastructure development and allied services spanning sectors like commercial, industrial, healthcare, education, transportation, offices and housing. It provides fully customized construction solutions tailored to the unique requirements of each project and client. Beyond just erecting buildings and structures, Morgan Sindall offers a comprehensive suite of capabilities across consulting, design, planning, project management, logistics and post-construction facility management.

Some key aspects of Morgan Sindall’s services bundle include: design-build for integrated architectural design and construction; green construction using sustainable building techniques to lower environmental impact; Building Information Modeling to enable digital 3D modeling and simulation of projects; value engineering to optimize construction methods and improve value; and construction management to coordinate all resources from planning through successful on-time, on-budget project completion (MORGAN SINDALL GROUP, n.d.). Additionally, the company has expanded into related services like urban regeneration, affordable housing development, interior fit-outs and infrastructure investments. This diversified product mix across the construction value chain is targeted at serving both public and private sector clients.


Pricing in the construction industry depends largely on competitive bidding for projects. Morgan Sindall determines appropriate bid pricing for each new project based on detailed cost estimations of raw materials, equipment, labor, site preparation, logistics, projected risks and desired profit margins. The company likely employs a cost-plus pricing approach by adding an optimal markup to the total estimated project delivery cost. However, competitive pricing is vital to win project bids over rival contractors (Morgan Sindall Group, n.d). So Morgan Sindall factors in the pricing of competitors when finalizing bid amounts, adopting a going rate pricing strategy. There is also pressure from clients to minimize costs, especially in public infrastructure projects. Morgan Sindall could consider penetration pricing by bidding aggressively to gain increased market share. But thin profit margins in construction projects limit the viability of this approach. Alternatively, adopting a price leadership strategy focused on superior performance and capabilities might be preferable over a price war. Morgan Sindall should differentiate its offerings on excellent project execution rather than lowest cost.


Unlike direct-to-consumer products, the construction industry relies extensively on business-to-business sales. Morgan Sindall markets its services to target client organizations such as government agencies, healthcare providers, educational institutes, real estate developers, infrastructure companies and industrial manufacturers. The company’s business development teams focus on client acquisition by networking, participating in industry events, monitoring public sector bids and leveraging referrals from existing satisfied customers (MORGAN SINDALL GROUP, n.d.). Repeated business from loyal clients forms a significant revenue stream once Morgan Sindall delivers successful projects the first time. Its website, case studies, and capability documents aim to showcase expertise across sectors to attract new clients.


Morgan Sindall relies considerably on below-the-line promotions targeted directly at prospective clients, including proposals and bid documents showcasing technical expertise, experience and competitive pricing; direct mailers and emails communicating new service offerings; participation in trade shows and networking events to connect with decision-makers; working lunches/dinners and site visits to educate potential clients; and leveraging completed project sites and client testimonials to establish credibility (Strategy and KPIs, n.d.). Additionally, the company website, case studies, brochures and reports help articulate capabilities. Public relations highlighting community investments helps build Morgan Sindall’s reputation, though large-scale advertising is uncommon in the construction industry.

Going forward, Morgan Sindall could benefit by prominently showcasing sustainability credentials and green construction expertise to tap into growing client demand for environment-friendly buildings and infrastructure. Digital marketing through search, social media and thought leadership content can also attract new leads. Effective alignment of the 4Ps marketing mix will continue to be crucial for Morgan Sindall to maintain a strong market position in the UK construction industry (MORGAN SINDALL GROUP, n.d.). The company must optimize its product range, pricing approach, sales channels and promotional initiatives to drive new project acquisitions from target clients across both public and private sectors.

Provide an Overview of HR Functions and Present Details of The Following at Your Chosen Organisation: Recruitment and Selection, Employee Relations and Talent Development

 Human Resource (HR) management encompasses the policies, practices, processes and systems adopted by organizations to effectively acquire, manage, develop and retain their workforce. Core HR functions include talent acquisition, onboarding, learning and development, performance management, employee engagement, compensation and benefits administration, among others (Morgan Sindall Group,n.d.). As a leading construction group with over 6,700 employees across the UK, Morgan Sindall Group PLC relies on robust and competitive HR strategies to attract and manage qualified talent across diverse geographies, business units and functional domains. The company’s industry-leading HR practices have earned it recognition among the UK’s top employers.

Recruitment and Selection

To acquire skilled technical talent like civil engineers, project managers, safety supervisors and construction specialists, Morgan Sindall adopts a multifaceted approach encompassing external recruitment and internal talent development. For leadership roles in areas like design, planning and project execution, the company hires experienced mid-career professionals laterally from competitors or adjacent sectors (MORGAN SINDALL GROUP PLC, n.d.). The graduate management trainee scheme provides rigorous multi-year training to high-potential recruits, shaping future business leaders and project directors. Apprenticeship programs also bring in younger talent, providing them structured on-the-job training in core construction skills like welding, wiring, plumbing etc.

The selection process may involve online/written aptitude and technical assessments followed by competency-based interviews to evaluate both hard and soft skills. Morgan Sindall maintains a strong campus presence for graduate hiring and also networks extensively at industry events and via social media to connect with passive talent open to new opportunities. Existing employees are encouraged to refer candidates from within their networks, providing a cost-effective recruitment channel.

Employee Relations

Morgan Sindall proactively focuses on cultivating a fair, engaging, collaborative and inclusive work culture. Employees are offered competitive salaries, bonuses tied to individual and company performance, flexible work arrangements, site rotation opportunities and a strong focus on work-life balance. Regular townhalls, team building activities, company events and volunteer initiatives drive engagement across hierarchies (Strategy and KPIs, n.d.). Formal performance management processes feature mentoring by line managers, personalized training aligned to individual development plans, and periodic fair and transparent evaluations to recognize contributions. High-potential employees are identified early and nurtured through targeted leadership development programs to take on more critical roles. The overall emphasis is on creating an encouraging environment and providing opportunities for multi-dimensional growth.

Talent Development

Morgan Sindall invests significant time and resources into learning and development initiatives spanning on-the-job training, classroom and online courses, mentoring, project rotations and sponsorships for advanced external education. Leadership skills, construction technologies, safety practices, sustainability and digital capabilities are some key focus areas. This enables employees across functions to stay updated on evolving industry best practices, methodologies and innovations. The training module for graduate engineers is particularly comprehensive, equipping them with both technical and managerial competencies. Morgan Sindall’s progressive HR practices are tightly aligned to its strategic talent requirements across the employee lifecycle – right from attraction and onboarding through engagement, capability building, career progression and retention. Its exemplary people-focused strategies have enabled Morgan Sindall to create a motivated and skilled workforce that drives strong operational performance.


This essay provided an in-depth analysis of the management structure, marketing mix, and human resource functions at Morgan Sindall Group PLC, a leading construction and infrastructure development company based in the United Kingdom. Morgan Sindall operates a divisional organizational structure aligned to its diversified business portfolio spanning construction, fit-out, regeneration, property services and affordable housing development. This enables dedicated focus on each business vertical through decentralized divisional teams headed by empowered managers. Performance and profitability can also be measured at the divisional level. While the divisional structure has fueled Morgan Sindall’s growth into diverse sectors, the company must continue improving coordination and knowledge sharing between divisions through cross-functional teams.

Regarding marketing mix, Morgan Sindall’s core offering comprises fully customized construction solutions tailored to client needs across public and private sector projects. The company employs a cost-plus pricing approach backed by competitive analysis to determine bid amounts for new projects. Marketing is focused on direct outreach to target organizational clients across industries to acquire projects. Morgan Sindall relies extensively on below-the-line promotions like technical bids and proposals to showcase expertise. Going forward, the company should leverage its green construction capabilities more prominently in marketing communications to tap into growing sustainability trends.

The analysis of human resource functions revealed that Morgan Sindall utilizes a mix of recruitment approaches to attract technical talent, provides a positive employee value proposition focusing on engagement, development and work-life balance, and invests extensively in learning across disciplines to nurture a skilled workforce. Industry-leading HR practices have been key to Morgan Sindall’s ability to deliver operational excellence over the years. Morgan Sindall Group PLC provides key insights into the successful management of a diversified construction major. The company’s evolving organizational structure, competitive marketing strategies, and progressive people policies have enabled it to sustain growth and performance across economic cycles. The learnings from Morgan Sindall’s strategies can inform construction organizations globally that seek to achieve scale, diversification and market leadership.


Strategy and KPIs. (n.d.). Morgan Sindall Group.

MORGAN SINDALL GROUP. (n.d.). Strategy and KPIs. Morgan Sindall Group.

Leadership. (n.d.). Morgan Sindall Group.

MORGAN SINDALL GROUP PLC overview – Find and update company information – GOV.UK. (n.d.).

Harvey M.(2018, October 17) Marketing Strategy Of Morgan Sindall Group Plc Available at:


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