...assessment you will have opportunities to provide evidence against the following criteria. Indicate the page numbers where the evidence can be found. | Learning Outcome | Learning outcome | Assessment Criteria | In this assessment you will have the opportunity to present evidence that shows you are able to: | Task no. | Evidence(Page no) | LO3 | Understand ways of using motivational theories in organsations | 3.1 | Discuss the impact that different leadership styles may have on motivation in organisations in periods of change | 3 | | | | 3.2 | Compare the applications of different motivational theories within the workplace | 3 | | | | 3.3. | Evaluate the usefulness of a motivation theory for managers | 3 | | LO4 | Understand mechanisms for developing effective teamwork in organisations | 4.1 | Explain the nature of groups and group behaviour within organisations | 4 | | | | 4.2 | Discuss factors that may promote or inhibit the development of effective teamwork in organisations | 4 | | | | 4.3 | Evaluate the impact of technology on team functioning within a given organizations | 4 | | Student declaration | I certify that the work submitted for this assignment is my own. I have clearly referenced any sources used in the work. I understand that false declaration is a form of malpractice.Student signature: Date: | Table of Contents...
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...2013 | 4th April 2013 | | | | Assignment title | OB1: Culture and Management Style (1 of 3) | ------------------------------------------------- ------------------------------------------------- Learning Outcome | Learning outcome | Assessment Criteria | In this assessment you will have the opportunity to present evidence that shows you are able to: | Task no. | Evidence(Page no) | LO1 | Understand the relationship between organisational structure and culture | 1.1 | Compare and contrast different organisational structures and culture | 1 | | | | 1.2 | Explain how the relationship between an organisation’s structure and culture can impact on the performance of a business | 1 | | LO2 | Understand different approaches to management and leadership | 2.1 | Compare the effectiveness of different leadership styles in different organisations | 2 | | | | 2.2 | Explain how organisational theory underpins the practice of management | 2 | | | | 2.3 | Evaluate the different approaches to management used by different organisations | 2 | | Learner declaration | I certify that the work submitted for this assignment is my own and research sources are fully acknowledged. Student signature: Date: | In addition to the above PASS criteria, this assignment gives you the opportunity to submit evidence in order to achieve the following MERIT and DISTINCTION grades | Grade Descriptor | Indicative characteristic/s | Contextualisation | M1 Identify...
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...Submitted on | 11th March 2013 | 4th April 2013 | | Assignment title | OB1: Culture and Management Style (1 of 3) | Learning Outcome | Learning outcome | Assessment Criteria | In this assessment you will have the opportunity to present evidence that shows you are able to: | Task no. | Evidence (Page no) | LO1 | Understand the relationship between organisational structure and culture | 1.1 | Compare and contrast different organisational structures and culture | 1 | | 1.2 | Explain how the relationship between an organisation’s structure and culture can impact on the performance of a business | 1 | | LO2 | Understand different approaches to management and leadership | 2.1 | Compare the effectiveness of different leadership styles in different organisations | 2 | | 2.2 | Explain how organisational theory underpins the practice of management | 2 | | 2.3 | Evaluate the different approaches to management used by different organisations | 2 | | Learner declaration | I certify that the work submitted for this assignment is my own and research sources are fully acknowledged. Student signature: Date: | In addition to the above PASS criteria, this assignment gives you the opportunity to submit evidence in order to achieve the following MERIT and DISTINCTION grades | Grade Descriptor |...
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...April 29, 2013 Noble Energy Announces Organizational And Executive Leadership Changes In Support Of Multi-Year Growth Agenda HOUSTON, April 29, 2013 /PRNewswire/ -- Noble Energy, Inc. (NYSE: NBL) today announced that it has enhanced its organizational structure to support the material growth it is anticipating over the next several years, as well as to continue the development of its senior leadership team. The new organizational structure has been designed to better align business units with common activities by taking advantage of natural synergies and to better balance responsibilities to facilitate growth. The new structure includes three major operating regions: U.S. Onshore; Eastern Mediterranean; and U.S. Gulf of Mexico (GOM), Africa and Frontier. Included in the U.S. Onshore region will be the Company's rapidly growing unconventional horizontal developments in the Marcellus Shale and DJ Basin, which should help facilitate the rapid transfer of best practices and learnings between these areas. The Eastern Mediterranean has become a very material region on its own requiring focused senior leadership as a result of Tamar recently coming on stream and several future projects being planned for offshore Israel and Cyprus. The combined U.S. GOM, Africa and Frontier region allows the Company to focus on its very material deepwater operations while preparing for the impacts of exploration success in the new areas it will be testing. Other significant changes include the creation...
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...“Evolution of Silos and the Subsequent Impact on Organizational Behavior". Managing People in Organizations Word Count: - 3,488 Executive Summary This paper focuses on how culture has impacts the evolution of silos, their subsequent impact on organizational behavior and outcomes for the institution if they are not eliminated. In a competitive environment it is imperative that organizations be as effective and efficient as possible. When departments exist in silos this hinders cross functionality and synergy due to lack of communication and common goals. This in turn has a negative impact organizational behavior and culture. This report examines University Y a Federal third level Education Institution in the Country X which specializes in providing tertiary education for female Nationals using an American Curriculum. It specifically looks at the evolution of silos within the Finance and Administration units which support the academic mission. There are seven of these units they include Finance, Human Resources, Campus Services, Campus Physical Development, Marketing and Publications, Contracts and Procurement and Computing Services. In addition to exploring how organizational culture influenced the evolution of these silos, it examines the impact of the unique culture of the COUNTRY X and finally what role the leader played in the sustaining of these silos, showing that leadership and culture are closely aligned. It examines the challenge of applying...
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...O ^ of employees are actively committed to doing a good job. According to Gallup's 2013 State of the American Workplace report, 5 O ^ of employees merely put their time in, while the remaining ÄO*^** act out their discontent in counterproductive ways, negatively influencing their coworkers, missing days on the job, and driving customers away through poor service. Gallup estimates that the ÎÎO"/« group alone costs the U.S. economy around half a trillion dollars each year. What's the reason for the widespread employee disengagement? According to Gallup, poor leadership is a key cause. Most executives—not just those in America—recognize that one of their biggest challenges is closing the vast gulf between the potential and the realized talent and energy of the people they lead. As one GEO put it, "We have a large workforce that has an appetite to do a good job up and down the ranks. If we can transform them—tap into them through effective leadership—there will be an awful lot of people out there doing an awful lot of good." 62 Harvard Business Review May 2014 Of course, managers don't intend to be poor leaders. The problem is that they lack a clear understanding of just what changes it would take to bring out the best in everyone and achieve high impact. We believe that leaders can obtain this understanding through an approach we call "blue ocean leadership." It draws on our research on blue ocean strategy, our model for creating new market space by converting noncustomers into...
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...Leadership Development at 3M: New Process, New Techniques, New Growth Margaret Alldredge, Cindy Johnson, Jack Stoltzfus, 3M; Al Vicere, Smeal Coiiege of Business,The Pennsylvania State University; and the 3M ALDP Design Team rom the moment she first shook his hand in a receiving line after his arrival at 3M, Margaret Alldredge, staff vice president, Leadership Development and Learning, knew Jim McNemey was passionate about developing leaders. McNemey was fresh from an enormously successful career at GE. He talked of implementing Six Sigma (a rigorous process designed to improve productivity, increase profits, and enhance customer service) and shared his view that Six Sigma was not only about process improvement but aiso a way to develop leaders rapidly. He also suggested that 3M might be ripe for the establishment of its own "Crotonville," GE's vaunted center for cultivating leadership talent. That first meeting set into motion the creation of a new, intense, and exciting approach to developing 3M's leaders. F HUMAN RESOURCE PLANNING 45 One of Jim McNemey's first questions after arriving at 3M Company as its new CEO was, "What are we doing here to develop leaders?" The response from the 3M leadership development team convinced him ihe company could do more to develop high-potential talent. Almost immediately, he challenged the team to craft an intensive leadership development strategy that would rival that of his prior employer, GE. This article chronicles our...
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...that nurtures professional development and growth for their subordinates and themselves. As an E-7, the United States Coast Guard is paying their members more money to be able to lead, guide, and train upcoming coastguardsmen. Chiefs have earned the right to be able to lead from the front. The Chief should be able to take charge and lead his own crew because the Coast Guard’s senior leadership has trust and faith for them to do so, they can impact the crew more effectively, and risk of losing the Chief at the unit or to the service as a whole....
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...Disaster Recovery Management Every company or organization must be aware of all the risks that can occur. In order to do this, a risk assessment must be conducted. In the military, I must work to provide information to my leadership in order for them to assess a risk or threat from occurring. By understanding the risk assessment process it will provide a guideline on the thought process it will take in order to assess the risks within my organization. The risk assessment process provides an idealistic view of how senior leaders and executive will utilize information in determining their decisions on determining the appropriate course of action in response to a threat (NIST, 2011). The first component in a risk assessment process is to create a frame for a risk. This means that the senior leaders must come up with established guidelines as to how threats will be dealt with on every level within the organization. The second component is to assess the risk or threat. In order to do this, three sets of information must be gathered; what is the immediate threat, what the impact on the organization is, and what vulnerabilities will be affected by the threat. The third component is the process to respond to a risk. This is where senior leadership and the organization’s executives must determine the course of action in order to respond or counteract against a threat. The fourth component of the risk assessment process is to monitor the risk. This is the long term procedures...
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...monitoring and reviewing the plan for United Health Group. The goal is to minimize the impact of any disruption by containing it within a predictable and predetermined period of time. To do this, I recommend that this plan be developed and implemented with as many preventative controls, contingency resources, and procedures designed to allow the organization to quicky bounce back from any long-term business interruption. With this document I’ll present a workable DR plan that focuses not only on safeguarding critical data but also on the restoration of all normal business functions. The process for developing a sound Disaster Recovery plan will involve many layers of detail from the obvious to the not so obvious. Since disasters are by their nature unpredictable, this DR plan must be thorough enough to provide a certain amount of relief to know that if one does occur, the affects on the business will not be catastrophic. Disaster Recovery Topics: 1. Secure executive-level leadership commitment Senior leadership buy-in and support is critical to the long-term success of any enterprise level initiative. Disaster Recovery and Business Continuity Plans are no different. Further, securing their involvement in the development various aspects of the plan will set the tone for cooperation from all levels of the business. Appropriate time and effort commitments must be endorsed by senior leaders to ensure that an effective plan can be developed. 2. Organize a DR Plan planning...
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...Marketing Management (Hong Kong) BA (Hons) LeAdersHip in A CHAnging environMent ModULe HrM10988 student study guide The Business School www.napier.ac.uk/business-school Leadership in a Changing Environment STUDENT STUDY GUIDE Authors: Dr J. McMillan, Ms M. Anderson, Dr L. McLean, Ms. J. O`Neill and Mrs N. D’Annunzio-Green • May 2014 Edition • J. McMillan, M. Anderson, L. McLean, J. O`Neill, N. D’Annunzio-Green • The Business School • Edinburgh Napier University First published by Edinburgh Napier University, Edinburgh, Scotland © 2014 No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means – electronic, electrostatic, magnetic tape, mechanical, photocopying, recording or otherwise – without permission in writing from Edinburgh Napier University, 219 Colinton Road, Edinburgh, EH14 1DJ, Scotland. Contents Page 1. 2. 3. 4. 5. Welcome to Leadership in a Changing Environment Overview of Topics Reading and Other Resources Assessment Information Tutorials 1 5 15 17 21 Welcome to Leadership in a Changing Environment 1 Welcome to Leadership in a Changing Environment Hello and welcome to the Leadership in a Changing Environment module. My name is Dr Janice McMillan, and I am the Module Leader. This Student Study Guide provides you with information on the module, including the two formal assessments – the case study report and unseen exam. The topics will be introduced by a representative...
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...Report on Finnish Bookstore HRMT19013 Ass2 Executive Summary This report is prepared for the Finnish Bookstore and looks at the potential learning interventions that can be used to train staff in the induction process, customer service, interpersonal skills, team skills and leadership skills. The report provides information on how the development needs of the staff and the company can be met. The approach that is used is a human resource development needs investigation. The report looks at the structured and unstructured interventions that might be used to develop the staff from approaching problems with a ‘black and white’ approach to being more flexible in their approach and willing to use the soft skills required to be an effective staff member. The report provides guidance on the evaluation strategies that can be used with each intervention. The report recommends that the staff are given the skill and knowledge in a classroom context and then provided with an action learning project along with a mentor. Table of Contents 1.0 Introduction 1 2.0 HRDNI 1 2.1 Approach 2 3.0 Learning Interventions 3 3.1 Structured learning interventions 3 3.2 Unstructured learning intervention 3 4.0 Evaluation 4 4.1 Reaction 4 4.2 Learning 4 4.3 Behaviour 5 4.4 Results 5 5.0 Conclusion 5 Introduction Finnish Bookstore staff need a set of learning interventions that can assist staff to improve their level of customer service skills...
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...REPORT The impact of change in B&H Precision Tooling Ltd Introduction B&H Precision Tooling is a world class supplier of Tooling for the aerospace industry. This report will identify how internal and external factors drive our company to change. How change will impact on both the company and employees. It will identify how important our HR department is to the success of change. Vision People working together as a global enterprise for aerospace tooling leadership. Mission To continually meet our customer’s demands by providing a high level of customer satisfaction through technical innovation. Objective To achieve the above and goals and fulfil B&H Precision Tooling’s mission. Methodology To produce this report I used the secondary methods CIPD website, book and internet. Why B&H Precision Tooling needs to Change Findings – Our business needs to change so we can grow and develop to achieve our goals and meet the demanding market. Change is important for our business because, without change would we lose our competitive edge and fail to meet our customer’s demands. External Factors which has an impact on how are company changes Political – Government: change of government in power the introduction of new policies based on the aerospace industry can have an impact on the need to produce new aircrafts. Economic – Aerospace tooling rely heavily on Airbus requirements to produce new aircrafts a decline on growth may...
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...Recognizing the Need For, Impacts and Benefits of Effective Delegation in the Work Place CASSANDRA C. SMITH Graduate Research Thesis Lawrence Technological University Southfield, Michigan Dr. Thomas Marx Senior Service College Fellowship (SSCF) 2011-2012 Midwest Region Published by Defense Acquisition University 28 Mar 2012 Submitted to Lawrence Technological University (LTU) College of Management in partial fulfillment of the degree of Masters of Science in Global Leadership and Management Submitted to Defense Acquisition University (DAU) Midwest Region in partial fulfillment of the requirement of the Senior Service College Fellowship (SSCF) Program UNCLASSIFIED: Distribution Statement A Approved for public release Report Documentation Page Form Approved OMB No. 0704-0188 Public reporting burden for the collection of information is estimated to average 1 hour per response, including the time for reviewing instructions, searching existing data sources, gathering and maintaining the data needed, and completing and reviewing the collection of information. Send comments regarding this burden estimate or any other aspect of this collection of information, including suggestions for reducing this burden, to Washington Headquarters Services, Directorate for Information Operations and Reports, 1215 Jefferson Davis Highway, Suite 1204, Arlington VA 22202-4302. Respondents should be aware that notwithstanding any other provision of law, no person shall be subject to a penalty for...
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...then reviews of employees on a regular basis. Most companies would have employee reviews once a year, however, I believe that it is better for this to be done twice a year. There are companies that utilize just annual performance appraisal process by using the performance reviews that evaluate individuals with the potential to succeed in more complex or higher-level roles within the organization. This approach brings to light the question: does past performance realistically predict future performance especially in higher-level positions? Just a quick aside the Corporate Leadership Council defines a high potential employee is someone with the ability, engagement, and aspirations to rise to and succeed in more senior critical positions (Silzer & Dowell, Strategy-Driven Talent Management, 2010) Organizations and businesses utilize various techniques such as performance reviews, assessment centers, leadership style assessments and cross-organization project assignments in order to easily differentiate individuals with the potential of meeting the future needs of the organization or company (Silzer & Dowell, Strategy-Driven Talent Management, 2010). Allowing the individual employees to see...
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