Student Assignment Covering Form Unit Number and title Unit 2: Organizational Behaviour Qualification Pearson BTEC Level 4 HNC in Business Start Date Deadline Assessor Amirtesh Pratap Singh Student Assignment Covering Form Course/Unit Information Course Pearson (Edexcel) BTEC Level 5 Higher National Diploma Unit No. Unit 2 Unit Name Organizational Behaviour Batch HND12015 Instructor Information Name Mr. Amritesh Pratap Singh Phone Skype Email [email protected] Assignment Information Full/ Part Assignment Full Date Assignment Issued 2nd February 2015 Date Assignment Due 28th February 2015 Student Information (To be filled by the student prior submitting the assignment) Name Email Date of Submission 28th February, 2015 Student Assignment covering form is an integral part of the assignment document and should be submitted along with all submissions. Student Declaration I, _____________________ hereby confirm that this assignment is my own work and not copied or plagiarized. It has not previously been submitted as part of any assessment for this qualification. All the sources, from which information has been obtained for this assignment, have been referenced as per Harvard Referencing format. I further confirm that I have read and understood the Atlas Group of Institutions rules and regulations about plagiarism and copying and agree to be bound by them. Students Signature : (signed) Student Name : Date : General Guidelines (Please read the instructions carefully) 1. The Assignment cover sheet should be filled in compulsorily while submitting the assignment. 2. All Assignments should be submitted as per the prescribed format which can be a Chart Paper, Word file, PPT presentation, Audio Clippings etc. as a soft copy or a hard copy respectively. 3. The word documents and power point presentations should be properly formatted and should follow Arial 12 Font Size for the texts black in colour, Arial 14 Font Size for Headings black in colour. 4. Every answer should have the heading of relevant task with Pass or Merit or Distinction criteria it is addressing to. 5. The written communication skills will have relevance in awarding grades to your assignment. 6. Any Assignment not meeting the deadline shall be considered under RESUBMISSION criteria, except those cases where the relevant assessor has been informed about extenuating circumstances for being unable to the assignment on time. 7. The evidence required is the most important part of preparing the assignment, one should adhere to the requirement of producing relevant evidence for each Task in the Assignment. 8. The learners will be provided with only one attempt to submit the assignment else they shall be considered under RESUBMISSION criteria. 9. The learners will not be provided with any formative feedback to ensure that INDEPENDENT WORK has been done by the learner without any help. 10. Learners should understand the policy of plagiarism and ensure the worth of following Harvard Referencing System with in-text citation and bibliography or references to be given at the end compulsorily. 11. Anyone falling short of 75% of attendance will not be provided with the assignment and has to RETAKE the entire UNIT. 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 and apply strategies to find appropriate solutions An effective approach to study and research has been applied To achieve M1, you have to show through your work that an effective approach to study and research has been applied. M2 Select / design and apply appropriate methods / techniques A range of sources of information has been used To achieve M2, you will have to use a range of information in your work. Strict adherence to Harvard Referencing System is mandatory. M3 Present and communicate appropriate findings The appropriate structure and approach has been used To achieve M3 you have to demonstrate through your work that an appropriate structure and approach has been used while doing your research. The work you present will use appropriate structure and approach and also will use business terminology accurately. D1 Use critical reflection to evaluate own work and justify valid conclusions Conclusions have been arrived at through synthesis of ideas and have been justified To achieve D1 you will have drawn conclusions through synthesis of ideas which have been justified. D2 Take responsibility for managing and organising activities Activities have been managed To achieve D2 you will have demonstrated that all the activities have been managed. You will have demonstrated an effective approach to independent research and study and done logical analysis of different analytical approaches. You also should have submitted all your assignment tasks by the given due date and time. D3 Demonstrate convergent /lateral / creative thinking Problems have been solved To achieve D3 you will have to demonstrate excellent lateral thinking in an unfamiliar context. Please note that for unit assignments assessors should use these or other exemplar indicative characteristics for the individual grade descriptors from Annex C of the HN specification or any other relevant indicative characteristics for the particular assignment. The indicative characteristic should then be contextualised. Only one indicative characteristic per grade descriptor, M1, M2, M3, D1, D2, D3 is required. Organisational Behaviour Tasks Task 1 (L.O1: ACs 1.1, 1.2 and 1.3) Assignment title Case Study on Coca Cola Purpose of this assignment: Understand the relationship between organisational structure and culture Assignment Task 1: Background Read the following Case Scenario, and then answer the questions that follow. Coca Cola System Structuring an organisation is not only about organising internal relationships, it also involves external ones. The Coca-Cola Company has built well-structured relationships with a range of external groups including bottling partners. People often assume that The Coca-Cola Company bottles and distributes its own beverages. For the most part, it does not. The Company's primary business consists of manufacturing and selling beverage concentrates and syrups - as well as some finished beverages - to bottling and canning operations and other distributors. The concentrates and syrups are generally sold to bottling partners, which are authorised to manufacture, distribute and sell branded products. The business system consisting of The Coca-Cola Company and bottling partners is referred to as 'the Coca-Cola system'. The relationship The Coca-Cola Company has with its bottlers worldwide is a key source of strength. The Company works together with them to ensure that concentrates and syrups are made into finished beverages that are produced and distributed to consumers around the globe with unmatched quality and service. Every organisation has not only a structure but also a culture. 'Culture' describes the typical way an organisation does things, including patterns of behaviour and relationships. Important aspects of culture at Coca-Cola Great Britain (which reflect the culture of The Coca-Cola Company as a whole) are an emphasis on teamwork, and empowerment. Coca-Cola Great Britain sees its employees as its most important asset. Motivated employees provide the engine that drives the Company's growth. Organising people into teams (e.g. marketing, sales or product teams) encourages people to feel valued. Within a team they are encouraged to contribute ideas and to be innovative. If they feel that something could be done better they are encouraged to voice that opinion. By creating a friendly, innovative culture, Coca-Cola Great Britain is able to depend on a high quality workforce that helps it to maintain brand leadership in Great Britain and in every other market in which it operates. Trust is at the heart of every relationship, whether it be: • customers' and consumers' trust that the Company will provide the highest level of service and attention to their needs • bottling partners' trust that the Company is operating in the best interests of the Coca-Cola system • employees' trust that their contribution is being valued in an open culture. Open communication channels provide the means to support a culture based on relationships. Coca-Cola has a number of communication channels, including: • monthly leadership team meeting (involving function heads) • weekly department team meetings • monthly employee team briefing sessions • consultative employee groups for each region (with representatives meeting in a European Council) • surveys to monitor employee views and feelings. Questions to be addressed in completing the Assignment Task 1: (Figures in brackets after the question denotes relation with the assessment criteria) 1. Understand the relationship between organisational structure and culture 1.1 If you were appointed as the new CEO of Coca Cola, Great Britain how would you organise the company's internal and external organisational structures? What is the prevailing culture in the company? Would you like to make any changes in the prevailing culture of the company? Compare and contrast Coke's organizational structures and culture with another organization of your choice.(Criteria 1.1: compare and contrast different organisational structures and culture) 1.2 Explain how Coca Cola company's structure and culture has an impact on the company's performance? Explain how the relationship between structure and culture at Coca Cola can have an impact on performance of their businesses. Do some research and give out examples, showing how their structure and culture had an impact on the company's business performance. (Criteria 1.2 explain how the relationship between an organisation's structure and culture can impact on the performance of the business) 1.3 Discuss the factors you think are responsible for influencing employees' behaviour at work, at the Coca Cola Company? (Criteria 1.3 discuss the factors which influence individual behaviour at work) Task 2 (LO2: ACs 2.1, 2.2, and 2.3) Assignment title Case Study on Tesco Understand different approaches to Management and Leadership Assignment Task 2: Background Read the following Case Scenario, and then attempt Task 2 Management & Leadership Berian is a bakery manager Berian manages a team of 17 in a Tesco in-store bakery. One of the key challenges of Berian's job is to ensure his team produces the right products to meet demand at key times. His usual management approach is to allow the team to take responsibility for achieving the desired result. In this way, the team not only buys into the activity, but also develops new skills. For example, when the bakery expanded its product range and Berian needed to ensure that all the products would be on the shelves by 8.00 am, rather than enforce a solution, he turned to the team for ideas. The team solved the problem by agreeing to split break times so that productivity could be maintained. Berian's approach produced a positive outcome and increased team motivation. Tesco's leadership framework sets out not just the skills and competencies but also the personal characteristics and behaviours it expects of its leaders. Tesco looks for managers who are positive, confident and genuine, with the capacity to inspire and encourage their teams. A key part of Tesco's programme for building leaders is encouraging self review and reflection. This allows staff to assess their strengths and find ways of demonstrating the characteristics that are vital to the long-term development of the business. Stephen is a Tesco store manager Stephen is the manager of a medium-sized Tesco store. He has been with the company for over 10 years and his first job was filling shelves in the dairy section. He is currently working towards the Tesco foundation degree. Stephen directly manages a team of around 20 departmental managers, who between them are responsible for almost 300 people. Stephen's leadership style is usually to allow his managers to make most operational decisions. However, if, for example, an accident occurs in the store, Stephen may take control to ensure a prompt and co-ordinated response. There are some leadership approaches that sit between autocratic and democratic. These styles allow team participation up to a point. However, the manager reserves the right to make the final decision. • Managers adopting an 'I sell' philosophy will try to persuade their teams to accept their viewpoint. • Managers adopting an 'I consult' approach will seek the opinions of subordinates before taking a decision. This is moving closer to a democratic style of management. The best managers adopt leadership styles appropriate to the situation. Stephen's preferred leadership style is to take a democratic approach. He consults widely as he feels that staff respond better to this approach. For example, when planning a major stock reduction programme, he encourages his managers to put forward ideas and develop plans. This increases team motivation and encourages creativity. Some mistakes may be made, but they are used as a learning experience. However, as a store manager, Stephen deals with many different situations. Some may be business critical and it is important that he responds to these in the most appropriate way. In such situations, Stephen may need to adapt his leadership approach and exert more authority. Martin is Tesco's Programme Manager for Education and Skills The democratic approach is characterised by an 'I share' philosophy. Decisions are made within teams, with each member having equal input. Martin is Tesco's Programme Manager for Education and Skills in the UK. He has a range of responsibilities associated with people, processes and standards. Martin may use a democratic approach when setting training budgets. Managers can suggest ideas to make cost savings and they can jointly discuss their proposals with Martin. By empowering his managers, he gets them to take ownership of the final agreed budget. Laissez-faire is at the other end of the spectrum from autocratic. A laissez-faire manager takes a 'hands-off' approach and trusts teams to take appropriate decisions or actions with broad agreed boundaries. For example, Martin might leave an experienced departmental manager to develop a budget. This could be because he trusts that the manager has a good knowledge of the needs of the department and of the business. Although each person will have their own preferred leadership style, the most effective leaders adopt a style appropriate for the situation. They will consider several factors in deciding which style to use: • The task - Is it business critical? Must a decision be made immediately? What will be the potential impact on the business? • The team - Does it have the right skills and resources? Is it used to making decisions? • Tradition - What has been the norm in the past? Questions to be addressed in completing the Assignment Task 2: (Figures in brackets after the question denotes relation with the assessment criteria) 2. Understand different approaches to management and leadership 2.1 Discuss the effectiveness of different leadership styles used in Tesco and another organization of your choice. Compare the effectiveness of different leadership styles used in your chosen organisation and those used by Berian, Stephen and Martin in Tesco. (Criteria 2.1 compare the effectiveness of different leadership styles in different organisations) 2.2 Explain briefly how organisational theory underpins the practice of management. Give out examples of this phenomenon to support your answer. (Criteria 2.2 explain how organisational theory underpins the practice of management) 2.3 Evaluate the different approaches to management used by Tesco and another organization of your choice. In the Tesco case study, how will you evaluate the success of Berian, Stephen and Martin's management approaches in terms of the tasks being done by each of them? (Criteria 2.3 evaluate the different approaches to management used by different organisations) Task 3 (LO3: ACs 3.1 and 3.2) Assignment title Case Study on Kellogs Purpose of this assignment: Understand ways of using motivational theories in organisations Analyse possible alternative strategies relating to substantive growth, limited growth or retrenchment. Select an appropriate future strategy for a given organisation. Scenario Assignment Task 3: Background Read the following Case Scenario, and then attempt Task 3 Case Study: Kellogs Motivation of Staff People spend a considerable part of their lives at work, so it is not surprising that they expect to be rewarded and satisfied with the job that they do. Motivation is concerned with why people do things as well as what drives them to behave in a particular way. Understanding what motivates individuals is important in the workplace. Research suggests that motivated employees are happier at work. They get more satisfaction from their work, are absent less often, tend to be more loyal and work with more enthusiasm. This in turn encourages them to contribute more to the development of an organisation. This case study focuses on how Kellogg's motivates its people. It illustrates how the use of motivational techniques helps to develop the business as a 'great place to work'. The Kellogg Company is the world's leading producer of breakfast cereals. Its products are manufactured in 18 countries and sold in more than 180 countries. For more than 100 years, Kellogg's has been a leader in health and nutrition. It has done this by providing consumers with a wide variety of food products. Within Kellogg's, there is a variety of functions and work roles. These include engineering operatives in the manufacturing section. Others work in finance, marketing, sales, information technology or human resources. Keeping everybody motivated no matter what their role is not easy. Kellogg's was recently placed in the top 100 of the Best Companies to Work For list in The Sunday Times. Values and motivation Kellogg's values and culture support its role as a good employer. Encouraging everyone to live by the K-Values throughout the whole business creates a culture of people that have ownership over their own projects and strive for continuous improvement and industry-leading results. These values influence the behaviour of individuals within the workplace, making Kellogg's a positive place to work. Employees are encouraged to speak positively about each other when apart, focusing on their strengths. This involves listening to others and accepting their right to their own views regarding the workplace. The benefits of Kellogg's investing in people can best be illustrated by looking at the work of some of the theorists who have worked on motivation. Kellogg's commitment to creating a 'great place to work' is supported by these theories. Questions to be addressed in completing the Assignment Task 3: (Figures in brackets after the question denotes relation with the assessment criteria) 3. Understand ways of using motivational theories in organisations 3.1 Kellogg's values and culture support its role as a good employer, making Kellog a positive place to work in, which in turn has a positive impact on the motivation of its employees. In this light, which leadership styles do you think will be most suitable to motivate Kellogg's employees during its normal working periods, as well as during periods of change? Also discuss the impact these leadership styles will have on motivation of its employees. Select another organisation (of your choice) and discuss the impact different leadership styles will have on motivation in periods of change. (Criteria 3.1 discuss the impact that different leadership styles may have on motivation in organisations in periods of change) 3.2 Compare the effect of Maslow's Hierarchy of Needs Theory and Vroom's Expectancy Theory in context of Kellogg's organisation, and discuss their motivational impact on Kellogg's employees. (Criteria 3.2 compare the application of different motivational theories within the workplace) 3.3 How will you evaluate the usefulness of Herzberg's two factor theory in context of effective management of operations including employee motivation, for the operational manager of Kellogg? (Criteria 3.3 evaluate the usefulness of a motivational theory for managers) Task 4 (LO4: ACs 4.1, 4.2 and 4.3) Assignment title How to implement a chosen strategy Purpose of this assignment: Understand mechanisms for developing effective teamwork in organisations. Assignment Task 4: Background Select an organization where you are currently employed (or) an organization where you have worked before (or) an organization of your own choice. Provide a brief introduction about the chosen organization, its area of business, objectives, and goals before you answer the questions addressed below. Questions to be addressed in completing the Assignment Group Task 4: (Figures in brackets after the question denotes relation with the assessment criteria) 4. Understand mechanisms for developing effective teamwork in organisations 4.1 In your chosen organisation, explain the nature of team work done by the group members. Also clearly bring out what should be the group members behaviour as individuals, and as team members to accomplish their given tasks. (Criteria 4.1 explain the nature of groups and group behaviour within organisations) 4.2 Based on a careful internal analysis of the selected organisation, discuss the factors that can promote or inhibit development of effective teamwork in this organisation. (Criteria 4.2 discuss factors that may promote or inhibit the development of effective teamwork in organisations) 4.3 In your chosen organisation, what changes would you make to acquire new technology to further improve communication between team members? Evaluate the impact of technology on team functioning in your organization. (Criteria 4.3 evaluate the impact of technology on team functioning within a given organisation) Achievement Feedback Summary Name of the Assessor Amritesh Pratap Singh Learning Outcomes Assessment Criteria (AC) Criteria Achieved (Tick Mark ) Assessor Feedback AC Met/Grade Descriptor Achieved LO 1 Understand the relationship between organisational structure and culture 1.1 compare and contrast different organisational structures and culture 1.2 explain how the relationship between an organisation's structure and culture can impact on the performance of the business 1.3 discuss the factors which influence individual behaviour at work LO 2 Understand different approaches to management and leadership 2.1 compare the effectiveness of different leadership styles in different organisations 2.2 explain how organisational theory underpins the practice of management 2.3 evaluate the different approaches to management used by different organisations LO 3 Understand ways of using motivational theories in organisations 3.1 discuss the impact that different leadership styles may have on motivation in organisations in periods of change 3.2 compare the application of different motivational theories within the workplace 3.3 evaluate the usefulness of a motivation theory for managers LO 4 Understand mechanisms for developing effective teamwork in organisations 4.1 explain the nature of groups and group behaviour within organisations 4.2 discuss factors that may promote or inhibit the development of effective teamwork in organisations 4.3 evaluate the impact of technology on team functioning within a given organization Higher Grade Achievements (where applicable) Grade Descriptor Achieved ? (Tick ) Grade Descriptor Achieved ? (Tick ) M1: Identify and apply strategies to find appropriate solutions D1: Use critical reflection to evaluate own work and justify valid conclusions M2: Select / design and apply appropriate methods / techniques D2: Take responsibility for managing and organising activities M3: Present and communicate appropriate findings D3: Demonstrate convergent /lateral / creative thinking Over All Result/Grade Date Result/ Grade Tasks 1 Date Result/ Grade Tasks 2 Date Result/ Grade Tasks 3 Date Result/ Grade Task 4 Date Note: The learners can find the feedback for their assignments in the 'Achievement Feedback Summary'. The elaborated comments shall be provided in the feedback form attached with the assessment. The grades issued to the learners are subjected to change as per the final verification report of the external verifier appointed by the awarding body Pearson (Edexcel). The dates of external verification are decided by the awarding body in accordance with the institute, all learners are expected to make their presence count upon the visit of external verifier. Due Date: The date of submission is final and non-negotiable.