JGP3017 HI6005

FINAL ASSESSMENT Unit Details Name Management and Organisations in a Global Environment Code HI6005 Trimester, Year Trimester 1, 2023 Assessment Details Name Final Assessment Due Date 17 June, 2023 Due Time 6.00 pm Weight 50% Student Number First Name Family Name INSTRUCTIONS Duration  24 hours LATE SUBMISSIONS ARE NOT ACCEPTED Answers  All responses must be entered using the answer boxes provided in this paper. DO NOT CUT AND PASTE INTO A NEW DOCUMENT File Format  MS Word only. No other format is accepted Submission Information  Instructions are listed at the end of this paper and must be followed . Academic Integrity Information  Holmes Institute is committed to ensuring and upholding academic integrity. All assessments must comply with academic integrity guidelines. Important academic integrity breaches include plagiarism, collusion, copying, impersonation, contract cheating, data fabrication and falsification. Violating academic integrity is serious and punishable by penalties that range from deduction of marks, failure of the assessment task or unit involved, suspension of course enrolment, or cancellation of course enrolment. Penalties  Reference sources must be cited in the text of the report, and listed appropriately at the end in a reference list using Holmes Institute Adapted Harvard Referencing. Penalties are associated with incorrect citation and referencing.

Question 1 (10 marks) Communication is a social process affecting human behaviour, including both in-person and virtual interaction made possible by advances in technology . Social media communication allows users world-wide to connect with each other, engaging with shared content ranging from personal messages to news to entertainment. Required: Based on the above statement, explain the different level of communications with examples. Answer this question in not more than 600 words. ANSWER: (answer box will enlarge as you enter your response) Communication is a complex and dynamic process that has a substantial impact on human behaviour. As technology has advanced, communication has developed to incorporate both in- person and online encounters, allowing people to speak with people all over the world. 1. Intrapersonal Communication: The most basic type of communication is face-to-face interaction between people or small groups. Face-to-face talks are included, whether in person or via video calls. Through the exchange of knowledge, concepts, and emotions, people communicate with one another and form connections. Instant feedback, nonverbal cues, and the ability to talk in the moment are all interpersonal communication skills. 2. Communication via social media: Social media has radically changed how people engage and communicate on a global scale. Platforms have been developed to allow users to interact with shared material and connect with a larger network of people. People can use social media to share their thoughts, opinions, and experiences through exchanging text, photographs, videos, and links, among other types of information. Users can post status updates, photos, and videos to websites and apps like Facebook, Twitter, Instagram, LinkedIn, and TikTok, igniting conversations and soliciting feedback from their connections or following. Users can engage in open discourse by leaving comments, likes, and shares, which broadens the item's reach. A Facebook user, for example, may publish a personal story or an insightful article and receive feedback and comments from their friends or followers. Users can join in live Twitter discussions by using hashtags to discuss certain topics, such as offering their thoughts on a TV show, debating a political issue, or expressing support for a cause. 3. Mass Communication: The simultaneous broadcast of information, ideas, or messages to a large audience is referred to as mass communication. To reach a big number of people, a variety of channels such as television, radio, newspapers, magazines, websites, and online streaming platforms must be used. Control over the material and its delivery is an aspect of mass communication. For example, news organizations can reach millions of viewers and listeners with entertainment programming, news updates, and advertisements via television and radio broadcasts. Newspapers and magazines cater to a wide range of readers by offering in-depth analysis, feature pieces, and editorials. Online news sources and digital platforms that deliver real-time news updates, multimedia content, and interactive features have proven to be essential ways of

ANSWER: Through continual evolution and self-improvement, Google's strategy to creating a healthy work environment and a workforce devoted to the company's vision, mission, and values may offer numerous lessons to other businesses. The following are some major findings: 1. Put in place comprehensive training programs First, businesses must recognize the need of providing comprehensive training programs. The success of a firm can be considerably boosted by investing in employee development and providing learning opportunities. Businesses may boost output, increase revenues, and develop a culture of continuous improvement by providing staff with the required training and information. 2. Foster a Learning Culture: It is vital to create an environment that values and supports lifelong learning. Employers should encourage their employees' pursuit of information, development of new abilities, and open discussion of problems and questions. Employees feel empowered to grow, try new things, and create when learning is valued and acknowledged at work. As a result, employee engagement, motivation, and overall satisfaction may grow. 3. Facilitate Information Access: Companies should give their employees priority access to up-to- date, relevant information. Important information should always be archived and available. Employees who have access to knowledge whenever they need it are more likely to self-learn and make sensible judgments. This ease of access to information improves performance in all areas, including productivity and teamwork. 4. Foster an attitude in which failure is viewed as an opportunity for growth. It is critical to underline this point. Businesses should foster an environment in which people feel comfortable taking risks, making mistakes, and learning from them. Organizations may develop innovation, creativity, and resiliency in their workforce by celebrating setbacks and cultivating a culture of continuous improvement. 5. Encourage Informal and Continuous Learning: Recognize that learning can take place in settings other than official educational institutions. You may encourage people to explore their own interests and give opportunities for informal learning by providing coaching, mentorship, and support tools. Allow staff to request training as needed, and encourage continuous development. Businesses can encourage employee motivation and ownership by providing a variety of learning opportunities. 6. Align Learning with Company Values: Ensure that learning initiatives are compatible with the vision, purpose, and values of the firm. Employees can better understand and embrace corporate culture by adding learning opportunities that reaffirm the company's key ideals. This congruence fosters a sense of purpose, commitment, and links to the organization's overarching aims. Question 3 (10 marks) According to expectancy theory, individual motivation to put forth more or less effort is determined by a rational calculation in which individuals evaluate their situation. Required: Based on the above statement, explain how expectancy theory of motivation can be used in an organisation. Answer this question in not more than 600 words. ANSWER: Individuals are driven to exert more or less effort depending on a logical calculation they make while assessing their situation, according to the expectation theory of motivation. Organizations can use

this concept to better understand and motivate their employees. The following are some applications of expectation theory: 1. Clearly Defined Performance Expectations: Employees are motivated when they believe their efforts will result in exceptional results, according to the expectation theory. The organization's clear and acceptable performance expectations should outline the performance criteria and expected outcomes for each function. Workers are more motivated to provide the required results when they understand what is expected of them and can measure the relationship between effort and performance. 2. Provide Adequate Resources and Support: To increase employee motivation, firms should ensure that employees have access to the resources, equipment, and assistance they need to do their duties successfully. Workers are more driven to put in the necessary effort when they are confident that the necessary resources will be made available. They are also more likely to assume that their efforts will result in effective performance. Implement performance-based incentive schemes. According to the Expectancy Theory, employees are more motivated when they anticipate their outstanding performance will be rewarded with commendable prizes. Organizations should implement performance-based incentive programs that take into consideration the workforce's goals and expectations. Extrinsic (cash incentives, promotions) or intrinsic (praise, opportunity for advancement) rewards are possible. Employees are more motivated to work hard when they see a clear correlation between their performance and the benefits they receive. 4. Provide Training and Development Opportunities: Employers can profit from the expectation theory by receiving opportunities for training and development that increase their skills. Employees are more inclined to participate in such training sessions if they believe that their efforts to master new skills would boost their performance and career chances. 5. Foster a Positive Work Environment: According to the Expectancy Theory, the workplace environment has a substantial impact on employee motivation. Organizations should cultivate a culture that values collaboration, open communication, and dependable relationships. Employee motivation and engagement rise when employees believe their superiors and coworkers are on their side. 6. Encourage Employee Goal Setting Participation: The expectation theory states that engaging employees to set objectives can enhance motivation. Employers should encourage employees to set demanding but attainable individual and team goals. Question 4 (10 marks) Scenario: For years, General Electric has been the pillar of manufacturing standards and stood as an icon for the American economy. Despite its strong history, CEO woes and a power struggle from within during the past few years have started to unravel the company’s control. Jeff Immelt, long-time CEO, was respected and revered for his discipline. However, this mentality took its toll and led to declines and complacency. The struggling company wanted change and desperately needed growth; it appointed John Flannery. Shortly after the appointment of Flannery, the new CEO pulled a change of his own as well—firing half of the company’s board. This type of move was almost unheard of, and the purge as presented was planning to cut dividends and slash less profitable business lines. The pressure from investors was felt immediately by Flannery, and this move was a desperate attempt to regain some footing and remain atop the industry standard. Fast forward to 2018: after only one year on the job, the board decided it was done waiting for the turnaround and took drastic

Flannery's failure calls into question his leadership abilities since it implies he had a compelling vision or was unable to express and implement his views clearly. Question 5 (10 marks) Scenario: Leading and managing are two very different things. Being a manager means something more than gaining authority or charge over former colleagues. With the title does come the power to affect company outcomes, but it also comes with something more: the power to shape the careers and personal growth of subordinates. According to Steve Keating, a senior manager at the Toro Company, it is important not to assume that being made a manager automatically makes you a leader. Rather, being a manager means having the opportunity to lead. Enterprises need managers to guide processes, but the employees— the people—need a leader. Keating believes that leaders need a mindset that emphasizes people, and the leader’s job is to help the people in the organization to be successful. According to Keating, “If you don’t care for people, you can’t lead them” (Hakim 2017 n.p.). For someone who has been promoted over his peers, ground rules are essential. "Promotion doesn’t mean the end of friendship but it does change it," according to Keating. If a peer has been promoted, rather than grouse and give in to envy, it is important to step back and look at the new manager; take a hard look at why the peer was promoted and what skill or characteristic made you a less appealing fit for the position (Hakim 2017). Carol Walker, president of Prepared to Lead, a management consulting firm, advises new managers to develop a job philosophy. She urges new managers to develop a core philosophy that provides a guide to the day-to-day job of leading. She urges managers to build up the people they are leading and work as a "servant leader." The manager’s perspective should be on employee growth and success. Leaders must bear in mind that employees don’t work for the manager; they work for the organization—and for themselves. Managers coordinate this relationship; they are not the centre of it. Work should not be assigned haphazardly, but with the employee’s skills and growth in mind. “An employee who understands why she has been asked to do something is far more likely to assume true ownership for the assignment," Walker says (Yakowicz 2015 n.p.): “A leader’s agenda should be on employee success, not personal glory”. Employees are more receptive when they recognize that their leader is working not for their own success, but for the employee’s success. A survey from High Ground revealed one important item that most new managers and even many seasoned managers overlook: asking for feedback. Everyone has room for growth, even managers. Two of the best questions a leader can ask of their followers are: 1. What is preventing you from doing the best job you can? 2. What can I do to alleviate those obstacles to your satisfaction and success? Traditional management dictates a top-down style in which managers review subordinates. But many companies have found it beneficial to turn things around and ask employees, “How can I be a better manager?” Of course, this upward review only works if employees believe that their opinion will be heard. Managers need to carefully cultivate a rapport where employees don't fear reprisals for negative feedback. Listening to criticism from those you are leading builds trust and helps ensure that as a manager, you are providing the sort of leadership that employees need to be successful (Kauflin 2017).

Showing respect and caring for employees by asking this simple question is inspiring—an important aspect of leadership itself. Whether asking for feedback or focusing on an employee’s fit with a particular job description, a leader helps guide employees through the day-to-day, builds a positive culture, and helps employees improve their skills. Required: 1. What do you think are the most important qualities in a leader? In a manager? Are your two lists mutually exclusive? Why? 2. How do you think a leader can use feedback to model the growth process for employees? Answer this question in not more than 600 words. ANSWER: 1.The most significant traits of a manager and a leader may occasionally overlap, although certain qualities are prioritized in each job. These characteristics demonstrate numerous aspects of effective management and leadership, even if they do not always have to be mutually exclusive: A leader's characteristics include the following: • Visionary: A leader must be able to motivate followers to work toward a clear future vision. • Empathy: Team leaders must understand and relate to their team members' needs, worries, and aspirations. • Active Listening: Leaders must be able to actively listen to their team members while also communicating their views and goals clearly to others. • Integrity: In order to set a positive example for their team, leaders should operate with honesty, fairness, and ethical behavior. characteristics of a manager • Planning and organizational skills: In order to achieve their objectives, managers must set precise objectives, develop strategies, and effectively allocate resources. • Decision-Making: Managers must be able to make educated decisions based on the facts at hand, while keeping the requirements of the team and the company in mind. • Delegation: Team leaders should be able to allocate jobs and tasks to team members that are appropriate for their backgrounds. • Problem-Solving: In order to address issues and create practical answers, managers must be competent of critical thinking and problem-solving. Although the attributes of a manager and a leader are similar, some characteristics may be weighted more heavily in one role than another. For example, a leader's focus on inspiration and vision may be more important for steering the firm than a manager's focus on planning and performance control. Effective managers, on the other hand, demonstrate leadership skills in order to energize and encourage their workers. Successful leaders often have strong managerial ability. 2. As seen by the example, leaders can use feedback as a valuable tool to show employees how to advance. Managers can encourage employee development by offering feedback in the following ways: a) Foster a Safe and Trusting Workplace: Leaders must foster an environment in which employees can express themselves without fear of retaliation. Leaders foster trust and a sense of psychological safety through fostering open communication, recognizing alternative opinions, and paying attention to feedback. c) Request input on a regular basis. Team members can provide feedback to leaders in a variety of