BOARD OF HOUSING DEVELOPMENT

1.0 Introduction

This article demonstrates the Board of Housing Development (HDB), an agency focused on providing consumers with housing. HDB has been established within Singapore as a housing development authority and developed to satisfy staff requirements in terms of width, responsibility, and moreover.   To order to achieve our positive change through HDB business operations, we will need to understand the different goals of our companies because our society drives us.

1.1 Definition of the project

The organization has been facing significant obstacles for improving progress in its activities in recent decades. These adjustments, which the business needs to tackle, are due to consumer expectations that go beyond HDB’s capacity and thus force the company to make several improvements to make their products available to consumers. The initiative will require that HDB concentrate on the different questions of transition, both from inside and outside, e.g., that the community as a whole is opened up and varied at the very same time.

1.1.2 Diagnosis of the current situation

Current situation

In contrast with previous days, the description of the customers served is considered articulate and rich. This will require the Firm to reflect the view of its clients under its activities, tasks, and policies, like the HDB projects. Customers also end up paying less for products and houses; thus, our company is faced with a more daunting problem in terms of walking building costs, caused by the lack of construction materials as well as the building industry, which is being expanded into a dynamic real estate market to provide facilities (Litman, 2019). Under HDB, we have attempted to build more houses, which the community considers as their best options in the sector and which are more diversified. In its corporate structure with the professional leader staff, HDB has tried to introduce many improvements. We have noted the adjustments in the CEO on several instances during this crucial review period for several different reasons. Such programs, developed by HDB, seek to improve the operations of HDB to satisfy the needs of its customers and serve its many clients.

1.1.3 Change Inventiveness

Private investor interaction, but in 2005, we operated the construction design and sales system in which personal designers were engaged with the design, construction, and sale of new government units to address a public need for additional options and diversity. Our company has had to implement or implement initiatives that would meet the consumers ‘ demands now and even into its activities. Government advocacy, we are engaged in the development of schemes of outreach initiatives for the City Hall and market research, as well as for players to engage stakeholders to be particular to private and grassroots organizations, to help our business gain greater public buy-in and promote our proposals. In many other words, there was concern in the organization until the time the new CEO was appointed in 2006. As a result, the institution had a stable future concerning HDB. This was the result of the regular change of the CEO during the transition period. It is a crucial need to change, as the company is expected to bear fruit. HDB Company is known to go under intense public scrutiny, both in terms of its employees and in respect of other expenses. It is, therefore, the leading case that we encountered in 2003 with the associated impacts on workers. On the other hand, most regarded our office, which we set up in 2002, as the 8th marvel in the country.

1.2 Recommendation

We must examine the different aspects of reform analytically and carefully at HDB and calculate them up against both the problems we are facing in enforcing the adjustments we want. It sounds as if the CEO can agree on the approaches that HDB will support its consumers. Tan can lead our process of change and mentor it when he is closely monitored. We must also realize that reform is an ongoing journey we must accept when we can spread it across our whole organization. Understanding of transition must be crucial for HDB in the industry to create to meet the needs and preferences of the consumers (Luque, 2019). The release process requires proper coordination across all of the participants in the transformation process, involving people from all levels to make changes a success. The costs and benefits of these alteration projects must also be articulated. In these city hall discussions, vital information will be passed on to workers, such as the initiatives that our business is to pursue, so that the workers will receive the necessary adjustment and be given guidance.

1.3 Implementation plan

The very first phase would be for the whole team to formulate a brand stated mission that must adhere to the mission document. Reed, R., says. To test the viability of the adjustments and the changes required, various characteristics of research should also be carried out during this stage. (2002) The new project will concentrate on the Ministry, human resources, and the core competences of HDB. The customer relations must be included explicitly in the stated mission. This method will fulfill Tan’s purpose, which drives our organization’s necessary changes. For our firm, the Tan operation is highly effective with critical aspects to lead the CEO in the HDB Change the team. To address the plans, the team must meet daily.

1.4 Summary

In its activities, the HDB may modify its role as the leading supplier of houses or structures. Those improvements must meet with their clients ‘ needs or specifications (Hagbert, 2019). To make the correct adjustments, we will have to take account of the transition proposals and recognize the property developers as an integral part of our construction and building industry, accordingly, the Tan development template will also lead us. This initiative is a real and appropriate need for reform to call upon our business to improve the quality of customer care in all facets of the housing industry.

References

Hagbert, P., & Malmqvist, T. (2019). Actors in transition: shifting roles in Swedish sustainable housing development. Journal of Housing and the Built Environment, 34(3), 697-714.

Luque, J. P., Ikromov, N., & Noseworthy, W. B. (2019). Affordable Housing Development: Financial Feasibility, Tax Increment Financing, and Tax Credits. Springer.

Litman, T. (2019). Affordable-accessible housing in a dynamic city: why and how to increase affordable housing inaccessible neighborhoods.

Tillyer, M. S., & Walter, R. J. (2019). Low-income housing and crime: The influence of housing development and neighborhood characteristics. Crime & Delinquency, 65(7), 969-993.

Todes, A., & Robinson, J. (2019). Re-directing developers: New models of rental housing development to re-shape the post-apartheid city?. Environment and Planning A: Economy and Space, 0308518X19871069.