Assignemnt about Oraganization design and Oraganization development School King Abdulaziz University

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3200 Words

Learning Outcomes:
  1. Understand, analyse and critically evaluate the processes and systems that need to be in place to maintain such structures and relationships and evaluation of same.
  1. Understand, analyse and critically evaluate possible change management strategies and activities through the application of organisation development strategies, which might support organisation design and realignment outcomes.
  2. Understand, analyse and critically evaluate organisation culture, norms and behaviours.
Assessment brief/activity

Formed in October 2013 as a result of a number of mergers, Travel Group (TG) is a public limited company.  TG’s head office is in Germany and The Group employs 56,000 people worldwide. Providing services to more than 40 million customers from around the world, TG’s key operational areas are 1600 travel agencies, 7 airlines, 350 hotels and 14 cruise liners. Travel UK is the UK tour operator subsidiary and airline. Travel UK has the following operational divisions: Airline, Commercial, Customer Operations and the following business support departments: Finance, IT, Marketing, Public Relations/Business Change and Human Resources.  Each operational division is clearly defined and has its own sphere of competence.  Each division has a hierarchy that is clearly defined with operational rules and processes that guide managers in making objective decisions.  Each operational division has its own business support departments.  Following the most recent merger a decision was made to put in place new organisational structures in recognition of the duplication that existed in some functions, and where different brands were in place for travel agencies these have now been rebranded Travel UK.  Differences also exist in terms and conditions of employment and working practices of TG’s employees depending on which pre-merger company the employees worked for.  Some of these differences can clearly be identified in job descriptions whereas others exist in agreements that were the result of consultation and negotiation with trade unions. The trade unions are strong and have high levels of membership.  For example, in the UK department heads have been reluctant to make changes to cabin crew hours and working practices because of the underlying threat of strike action. Joint Consultative Committees meet on a monthly basis and the scope of issues can include almost anything from terms and conditions of employment to costs and allocation of employees to flying schedules.  This consultative machinery has a significant impact on decision making.
Organisational performance is measured in a number of ways.  In addition to the standard financial measures (such as turnover and profits that are important to all public limited companies) TG as the parent company has three key non-financial measures.  These are customer satisfaction, employee engagement and sustainability.  In this highly competitive market, customer satisfaction is crucial in ensuring that customers book future holidays with TG and recommend TG to friends and family.  The second key non-financial measure is engagement. TG believes that happy and engaged employees will help to achieve sustained competitive advantage in a fairly turbulent market. The third measure, sustainability within the travel industry, is seen as crucial. The Global Sustainable Tourism Council (which establishes and manages global sustainable standards with the aim of increasing sustainable tourism knowledge and practices among public and private stakeholders) sets two criteria.  Their website states these two criteria are, ‘…those that relate to destinations and those that relate to tour operators that provide the guiding principles and minimum requirements that any tourism business or destination should aspire to reach in order to protect and sustain the world’s natural and cultural resources, while ensuring tourism meets its potential as a tool for conservation and poverty alleviation’.  Practical examples of how TG meets these criteria include using e-ticketing, reducing waste, saving water and reducing carbon emissions.  Sustainability is a key organisational goal and TG aspires to be included on the Dow Jones Sustainability Index (DJSI) and the FTSE4 Good Sustainability Index.  Having the right organisational culture is viewed as being central to achieving this goal.
The travel industry has been affected by a number of different external factors in recent years including: terrorism affecting flights, airports and resorts; industrial action taken by baggage handlers and air traffic controllers at various airports in Europe; volcano ash and extreme weather grounding or rerouting flights; Norovirus on cruise ships, etc.
Write a 3200 word report in which you:

  1. Critically analyse TG’s current organisational structure Evaluate its appropriateness for the future.
  2. Provide a detailed analysis of external factors currently affecting TG and the impact that these may have on change and organisational development at TG (culture)
  3. Produce organisational development and design recommendations of how TG can achieve its sustainability goal. In doing so you should consider the extent to which organisational culture can be changed and whether a culture change is important in achieving the sustainability goal. You should use research evidence and your knowledge of organisational practice to support your recommendations. Consideration should also be given to possible implementation issues and/or tensions.

Also please include these ideas:

  • Need to understand the nature of organisations
  • Organisations can fail – We need to learn from the successes and failures
  • Does the importance of the impacts vary according to the nature of the organisation?
  • What does an organisation need to think about when planning for success?
  • Defining organisational effectiveness
  • The strategic context
  • Historical and theoretical background to OD
  • Developing an OD strategy from an HR perspective
  • Organisational culture and cultural integration
  • An ER perspective on organisational effectiveness
  • Transforming HR to support strategic change
  • Technology as an agent of transformation
  • Critical HRD and organisational effectiveness
  • The role of managers in HRM, learning and innovation
  • Strategic workforce capability – planning for a new era
  • Performance management and reward
  • Inclusive talent management and diversity
  • Employer branding and organisational effectiveness
  • Ethics, corporate social responsibility and sustainability
  • Emotion at work
  • The future of organisational effectiveness

 
 
 

 
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personal leadership using Seven Leadership Mindsets Theory (vMEME)​

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Question Description

personal leadership using Seven Leadership Mindsets Theory (vMEME)
answer all the questions
2400 words

Core learning outcomes
On completion of this unit you should be able to: Assessment number
1 Demonstrate a critical appreciation of how types of leadership/management styles differ depending on history, culture, geographic life and conditions and how they impact people performance, followers and productivity. 1
2
2 Critically evaluate leadership/management styles, leadership problems and challenges and your personal leadership capabilities and needs for future development. 1
2
Threshold standards
Assessment number In order to pass the assessment you will need to:
1 Produce, to an acceptable standard, an evaluation and analysis of aspects of particular leadership issues in an organisation through the use of relevant leadership theory.
Compare and contrast differing leadership styles and behaviours in an organisation from differing cultural, geographic and historic perspectives.
2 Produce, to an acceptable standard, an assessment of how varying leadership styles impact upon the organisation and sector and systems
Produce a critical evaluation of the impact of some leadership types upon followers.
Reflect on some aspects of your leadership capability and needs for future personal and organisational development

The Task:
You will produce a written report of 2400 words (+/- 10%) that critically assesses and evaluates your personal leadership using Seven Leadership Mindsets Theory (vMEME) and all the types of leadership approaches and styles it contains.
Critically analyse leadership problems and challenges through critical evaluation and appropriate application of theory

  1. Critically evaluate how certain types of leadership/management styles differ depending on history, culture, geographic life and conditions
  2. Critically evaluate how certain types of leadership/management styles impact people performance, productivity
  3. Critically evaluate how certain types of leadership/management styles determine who will ‘follow and how’.
  4. Critically evaluate your personal leadership capabilities and critically analyse the need for future development

Through application of Seven Leadership Mindsets Theory (vMEME) you will have a tool (and the skill) to critically assess and evaluate all types of personal leadership theories and worldviews that include USA, UK, China, European countries, India, Oman, GCC, African countries, etc. Leadership is different depending on the relevant mindset (life conditions, how individuals adapt to successfully compete and socio-cultural elements). Inevitably leadership mindset impacts everything in a company – strategy, people, performance, productivity, etc.
Instruction: Please answer all of the following questions:
A suggested structure for the written report would include the following: This assignment can be divided into three
equally weighted sections. These have been presented as three questions.
1. Create insight into your leadership style by answering questions about your personal leadership inside your organisation. To enable critical assessment and analysis:

  1. Identify within in your organisation the range of leadership mindsets. What evidence do you see in leaders to underpin your assessment?
  2. Give examples of leadership traits you may have observed in the organisation that typify the selected leadership mindset
  3. Apply the seven mindsets theory to your key members of your team at your work place (Do not mention names).

2. Having analysed your own leadership and others within your organisation produce a reflection assessing your leadership capabilities and a plan for CPD development

  1. Highlighting your areas of growth, strengths and improvements
  2. Planning for present and future role taking into consideration everything you have read about leadership

mindsets.
2.1 After you have designed your CPD, answer:
c. To what extent is your own leadership style aligned and typical to that of your own organisationed
d. How likely is your leadership style to be one that will support the organisation change to a become a key leading 21Century business?
3. Discuss how your understanding of ‘leadership’ has evolved as a result of the readings given in this unit.
* Further clarification to be considered from the lecture :
1. Assignment Brief: Each question asked is related to each session content and session reading.
2. Structure and Segmentation: I was very clear in LP Session 1 that this is not written like other reports you are doing for other units. The structure is to just answer the questions, one by one with referencing (no introduction, executive summary, conclusion, etc., etc.).
3. Contextualized Report: The assignment is asking you to critically analyse, using the Leadership Mindset-Thinking systems, your personal leadership, and of others in your team or organisation. The context is your role and individuals who work in your organisation.
4. Assignment Brief Question 3: Asks you to articulate your understanding of leadership before the unit and after. Has it is changes as a result of the theory and information you have studied? Has it not? Why? In what way?
5. Assignment Brief Intention: The intention of the assignment brief is detailed in the UiF and the Assignment Brief .

 
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MGC2021: Relationship between organisational management theories and popular culture artefact

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Question Description

** I do not require a website but an essay done with this format. I will put that into a website on my own. Please base the essay on the TV series Suits, focusing on how it ties with organisational management theories such as surrounding idealised identities, identity and aesthetics, and the interconnected nature of gender, power and identity in relation to the working environment. Include at least ten academic references using the APA format and a reference list. Please use https://workandpopculture.wordpress.com as a point of reference. Assessment task title: WordPress Website Due Date: Wednesday 20th September 2017 by 4pm (Week 9) Weighting/Value: 50% Details of Task: Choose one topic from weeks 1-8 of the unit, and one popular cultural artefact (e.g., a specific TV programme, cartoon, comic strip, song, album, film, book, set of paintings) that heavily references the world of work. Develop an online WordPress project (in a website, NOT BLOG format) that presents a thesis* related to your chosen topic based on your interpretation of your chosen popular cultural artefact. Original analysis of the links between academic theory and popular culture is necessary by making explicit reference to academic debates in journal articles and other sources. *A thesis is a position statement you craft that focuses on a particular contentious issue or debate relating to your topic of choice. This will be discussed further in tutorials.
Pages-6
Sources-10
 
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Leadership in Action Personal Understanding of What It Means to Be a Manager HW

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(1000 WORDS ONLY WITH REFERENCES AND WITHOUT PLAGARISM, APA FORMAT)
Module Title – Leadership in Action
Assessment Type, Word Count & Weighting   –    1000 words only (25% of module grade)
Assessment Task
Write a critically reflective account of your personal understanding of what it means to be a manager. Your account should draw on both relevant academic theory and examples of your own experience and practice.
Specific Criteria/Guidance
There is no one correct way to approach this assessment. Essentially you are being asked: What does being a manager mean to you? Note that this deliberately leaves the question of whether leadership and management are synonymous, related or separate concepts open to your personal experience and academic judgment. However, please take account of the following guidance.
Your work will be marked according to the following criteria (please see the marking rubric later in this brief for details of what each requirement covers in relation to the task):

  • Knowledge and understanding of management, identity and/or leadership theory and practice (30%)
  • Critical analysis and interpretation of management theory and practice (40%)
  • Critical reflection, personal and professional evaluation and application (30%)

The key to this brief is to be able to integrate and synthesise relevant academic theories with reflection on your own experience and practice.

  • This means using each (theory and experience/practice) to inform, interpret, analyse and evaluate the other.
  • For example – How might a particular theory help to explain your personal management practice or experience?
  • For example – How can your personal management practice and experience help to evaluate a particular theory?

It is usually more effective, particularly for short assignments, to aim for an in-depth analysis with a narrow focus, rather than trying to cover many different things.

  • You are not expected to provide a comprehensive account of your management career, nor of theories and practices of management and/or leadership.
  • You will be given credit for being able to select appropriate and relevant materials and integrate them effectively.
  • For example, you may choose to discuss a particular event which has shaped your understanding of management, or use a particular theory as a lens with which to examine your personal understanding and management practice.

Relevant academic theories should include at least one of the following (more are discussed in the module materials):

  • Theories of management
  • Theories of identity
  • Theories of leadership

Your personal experience and practice may include:

  • Experience of being a manager
  • Experience of being managed
  • Experience of observing managers
  • Accounts of managers and management that you have read or heard about

In your account you may wish to consider one or more of the following:

  • Has your understanding of management changed? In what ways, how and why?
  • Has your understanding been affected by your initial MBA studies? In what ways, how and
  • why?
  • Do you see yourself as a manager? Why?
  • Do you see yourself as a leader?
  • In what ways does your experience of being a manager (or observing managers) reflect theories of management and leadership? In what ways does your experience challenge theories?

Key Resources
Including (a minimum of 10) recommended texts and peer-reviewed electronic sources which you expect students to use.
Please refer to the recommended and further reading on the module pages and module handbook, but expected sources relevant for this assessment submission would include:
The following are key texts which will be frequently referenced throughout the module:

  • Aswathappa, K., (2013), Human Resource Management: Text and Cases,Tata McGraw-Hill Education
  • Beard, C., & Wilson, J. P. (2006). Experiential Learning. (2nd ed.). London, UK: Kogan Page.
  • Bratton, J., (2015), Introduction to Work and Organisational Behaviour, 3rd Edition, Palgrave
  • Buchanan, D.A., & Huczynski, A. A. (2010). Organizational Behaviour. (7th ed.). Harlow, UK: FT Prentice Hall.
  • Burnes, R. (2009). Managing Change. (5th ed.). Harlow, UK: FT Prentice Hall.
  • Cameron, S. (2004). The MBA Handbook: Skills for Mastering Management. (5th ed.). Harlow, UK: FT Prentice Hall.
  • Clegg,S.R., Kornberger, M. and Pitsis, T.,(2011) Managing and Organisations, Sage.DOI:10.1177/0018726708092403, Volume 61(6): 763–782
  • Gold, J., Thorpe, R., & Mumford, A. (2010). Leadership and Management Development, (5th ed.). London, UK: CIPD.
  • Harrison, R. (2005). Learning and Development. (4th ed.). London, UK: CIPD.
  • Kelliher,C., Truss, D. and Mankin,C., (2012), Strategic Human Resource Management, Oxford Press
  • Kelly, S.,(2008), Leadership: a categorical mistake?, Human Relations
  • Kendall, D., (2017),Sociology in Our Times, 11th Edition, Cengage
  • Mats Alvesson (2013) Understanding Organisational Culture, Routledge
  • Murdock, A., & Scott, C. (2002). Personal Effectiveness. (3rd ed.). Oxford, UK: Butterworth Heinemann.
  • Pedlar, M., Burgoyne, J., & Boydell, T. (2007). A Manager’s Guide to Self-Development. (5th ed.). Maidenhead, UK: Prentice Hall.
  • Raelin J. A. (2000). Work Based Learning: the New Frontier of Management Development. Reading, MA: Addison-Wesley.
  • Routledge, C., & Carmichael, J. (2007). Personal Development and Management Skills. London, UK: CIPD.
  • Silva, A.,(2016),What is Leadership?, Journal of Business Studies Quarterly, 8,1.
  • Thomson, A. (2001). Changing Patterns of Management Development. Oxford, UK: Blackwell.
  • Watson, G., & Reissner, S. (Eds.). (2010). Developing Skills for Business Leadership. London, UK: CIPD.
  • Weinstein, K. (2005). Action Learning: a Practical Guide. Aldershot, UK: Gower.
  • Western, S., (2013), Leadership: A critical text, Sage.
  • Whetton, D., & Cameron, K. D. (2007). Developing Management Skills. (7th ed.). London, UK: Pearson Education.
  • Winstanley, D. (2005). Personal Effectiveness. London, UK: CIPD.

 
Submission Guidelines
You must submit assessments in Microsoft Word format.
The file must be no larger than 40MB.
Your writing is expected to conform to Standard English in terms of spelling, syntax and grammar.
Include your word count at the end of the assignment or the front cover.
Set up your page for A4 paper in portrait style.
The font size must be a minimum of point 12 Calibri (or equivalent) for the body of the assessment and footnotes must be 2 points smaller.
Line spacing in the body of the assessment must be 1.5 lines.
Number the pages consecutively.
 
You must submit your work with the following details written on the first page:
– Title of your work
– Module title and code
– Module Leader and Seminar Tutor (if relevant)
– Number of words
– Your student assessment number (J Number)
 

 
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