AND ORGANISATIONS IN A GLOBAL ENVIRONMENT
Purpose:
This assessment consists of six (6) questions and is designed to assess your level of knowledge of the key topics covered in this unit.
Question 1 (7 marks)
Work has different functions and processes. Explain how the organisational processes are impacted by different internal environmental factors. Answer this question in no more than 400 words.
ANSWER: ** Answer box will enlarge as you type
Marketing management creates customer value and happiness to build relationships. Marketing can't do it alone. Marketing success requires building relationships with company departments, suppliers, intermediaries, consumers, competitors, and varied publics. This network will deliver value for the firm.
When establishing a marketing strategy, marketing management considers top management, finance, R&D, purchasing, operations, and accounting. Top management sets the company's mission, goals, strategy, and policies. Upper-management methods guide marketing managers' decisions. Marketing managers must also collaborate with other departments. Finance involves securing funding to accomplish the marketing strategy. R&D creates safe, appealing goods. Operations develop and distribute product quality and quantity, while purchasing acquires supply and resources. Accounting measures revenues and expenses to help marketers reach their goals. These departments affect marketing strategies and actions. All functions must "think consumer" according to marketing philosophy. Together, they must boost customer satisfaction.
The microenvironment of an organisation includes both the external market environment and internal firm factors (such as corporate culture) that may influence marketing strategy. Suppliers, distribution networks, consumers, competition, and interest groups must be monitored for market success (HI6005 Lectures). Understanding the behaviour of distinct traits or groups allows the company to utilise marketing techniques to create brand loyalty, receive preferential treatment from suppliers and distributors, and alter how the competition and customers see it. Organizations need information about their suppliers' size, negotiation power, and capacity to provide reliable supplies, stable prices, and quality. The distribution network
often restricts a business due to consumer awareness of existing distributors and their market dominance. Customer pleasure is the ultimate goal of marketing and leads to better profits. A corporation must build a competitive edge and understand its competitors' strengths, limitations, and strategic approach to beat the market, increase profitability, and satisfy customers.
Question 2 (7 marks)
Decision-making is a fundamental management function. In the light of this statement, define and explain, with examples, all the views on how managers make decisions. Answer this question in no more than 400 words.
ANSWER:
Despite the fact that certain managerial decisions are easy to make, a manager is frequently faced with a large variety of possibilities and a vast variety of potential consequences. This is the case even when some managerial decisions are straightforward. In point of fact, a good leader is one who is capable of determining when it is appropriate to defer making a decision and when it is appropriate to make a decision based on the facts. Waiting too long to make a decision can be just as detrimental to a company as deciding on something too hastily. If projects are acted upon too quickly, organisational resources run the risk of being misallocated to endeavours that have no possibility of being successful. Effective managers must be able to determine when they have accumulated sufficient knowledge and be prepared to change course if fresh information indicates that a decision they made in the past was incorrect. It's possible that folks with sensitive egos will suffer more from the humiliation of admitting they were wrong than they would gain from giving up on a strategy that didn't work(HI6005 Lectures). Good managers are aware that making mistakes is an inevitable part of managing multiple operations at once, and they prepare themselves accordingly. Some of the acts taken by managers go beyond only causing annoyance to their employees; in fact, they may end up
causing harm to other people. It is essential to give careful consideration to the ethical and moral repercussions of these options. The concepts of "ethics" and "morality" refer to the standards by which we evaluate actions in terms of their rightness or wrongness, as well as their degree of virtue or immorality. Because ethics and morality are concerned with how the actions we take affect other people, we wouldn't need to examine how the decisions we make affect other people if we never had to interact with members of other species. On the other hand, managers are accountable for making decisions that, in some way, influence the employees under their supervision. Because of this, it is extremely important to evaluate whether the consequences of our decisions will be favourable or negative. It is standard practice to use the phrase "maximising shareholder wealth" as a rationale for giving short-term profits higher priority than the interests of individuals who would be hurt by a decision in order to justify putting short-term profits ahead of those interests (who might be affected, for example, by environmental decisions). If a company's primary focus is on increasing the wealth of its shareholders, the long-term viability of the business may be at risk. As a consequence of this, they are conscious of the significance of swiftly recognising and correcting poor judgments in order to mitigate the amount of damage that these mistakes do to the organisation and the individuals that rely on it.
Question 3 (11 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 organisation 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).
What do you think are the most important qualities of a leader? In a manager? Are your two lists mutually exclusive? Why? Answer this question in no more than 700 words.
ANSWER:
It ought to be obvious that honesty is of the utmost importance. Integrity is a crucial aspect of leadership that is rarely evaluated as a factor in employees' performance reviews, yet it is important for both individuals and organisations. It is especially important for leaders who are in charge of determining the course that the organisation will take and who are also accountable for a broad variety of other crucial decisions to be aware of this. Based on our findings, it appears that there may be a flaw in organisational integrity. Think about how important it is to your organisation to encourage honesty and integrity among its employees. The ability to distribute tasks effectively is essential for leaders, despite the fact that it can be a challenging skill to learn. In addition, the objective is to facilitate the growth of your direct reports, encourage collaboration among them, load them up with additional responsibilities, and assist them in improving their decisionmaking abilities. Leaders who are skilled at building trust with their teams are those who are adept at delegating. Both the ability to speak clearly and the ability to effectively lead others are intertwined ideas. It is essential for leaders to be effective communicators
because they need to be able to pass on information, motivate their subordinates in a number of ways, and instruct those who report directly to them. As a consequence of this, you need to have the ability to interact and listen effectively with people whose histories, positions, and social identities span a wide variety of categories. The success of the company's strategic plan is directly influenced by the quality and efficiency with which the management of your organisation communicates with one another. Find out how improving the company's culture may be accomplished through greater communication and better dialogues.
One of the worst qualities a manager can have is emotional coldness and apathy toward the feelings of their staff members. It is also possible for this to have a detrimental effect on the satisfaction and retention of personnel. As a consequence of this, managers ought to focus on knowing the day-to-day activities of their teams, the pain spots that prevent individuals from performing at their best, and the importance of developing a work environment and culture that enables their teams to operate in a manner that is comfortable, productive, and honest. The capacity to recognise talent in one's own personnel is essential for effective management. They make the most of this skill by effectively dividing the labour and the responsibilities that come with it(HI6005 Lectures). As a direct result of this, their staff members have increased levels of productivity and satisfaction with their work. Yes, the qualities are exclusive as it helps in developing the internal environment of the organisation.
Question 4 (11 marks)
Scenario: Amazon has a functional organisational structure that focuses on business functions for determining the interactions among the different parts of the company. Amazon’s corporate structure is best characterized as global function-based groups (most significant feature), a global hierarchy, and geographic divisions. This structure seems to
fit with the size of Amazon’s business—43% of 2016 retail sales were in the United States. Seven segments, including information technology, human resources and legal operations, and heads of segments, report to Amazon’s CEO. “Senior management team include two CEOs, three Senior Vice Presidents and one Worldwide Controller, who are responsible for various vital aspects of the business reporting directly to Amazon CEO Jeff Bezos.” The strategic goal underlying this structure is to facilitate Amazon.com to successfully implement e-commerce operations management throughout the entire organisation
Based on what you have learnt in the unit during discussion on the case study, What are other external considerations that are set to challenge the way companies design their internal organisation? How the external changes are communicated with the internal stakeholders?
Answer this question in no more than 700 words.
ANSWER:
Many internal and external elements combine to shape an organization's culture. When it comes to corporate culture, both internal and external forces play a role, which is why the culture was initially created. A company's beliefs, leadership style, and organisational structure all have an impact on the firm from the inside out. Each employee's work environment is shaped by the company's basic principles. Also crucial is an organization's managerial focus and leadership style, which can influence the organization's culture. An organization's culture can be influenced by the levels of inspiration, creativity, and productivity displayed by its personnel. When it comes to an organization's culture, external variables such as economic linkages, technical breakthroughs, government restrictions, and legislation are all examples. Business ties have a tremendous impact on both employee behaviour and the culture of an organisation. Worker response may be suitable when, for example, an organisation collaborates with another organisation and its continued survival is dependent on positive prospects. The increasing volume of humanmachine interfaces brought on by the most recent technological developments has the
potential to change an organization's culture(HI6005 Lectures). Human connection is being weakened as a result of technological advancement, which is fueling the growth of a cutthroat corporate culture. It is possible to impact the corporate culture in a variety of ways, including the laws and rules that govern the organisation and what goes on in the outside world. An organization's culture can be significantly impacted by employees with a rigid "work to rule" mindset who behave in ways like following orders rather than thinking for themselves, displaying less enthusiasm for their work, and refusing to be inventive. An organization's culture as well as its interactions with its members will be affected by this combination of internal and external forces. Being aware of and thinking about how future actions could affect and influence business culture are the most important things. Another important consideration is how future projects may affect the organization's culture. Stakeholder involvement refers to the method through which an organisation includes its stakeholders in the decision-making process of the organisation. Stakeholder engagement refers to the process of actively involving stakeholders in a positive way in the operations and activities of an organisation. In accordance with the principles of accountability and responsibility, organisations will use a strategy known as stakeholder engagement in order to meet their commitments to their constituents and provide answers to their questions. Norms for the involvement of stakeholders can be developed in many different facets of an organisation, such as public relations, customer service, supplier relations, management accounting, and human resource management. The involvement of stakeholders can be viewed as a strategy for acquiring permission, control, and cooperation, in addition to serving as a framework for encouraging employee participation and involvement in these kinds of situations. It is also seen as a strategy for boosting levels of trust, an alternative to traditional trust, and a language for furthering the cause of justice, amongst other potential applications. It is essential to identify the stakeholders in order to get the best possible outcomes through an effectively coordinated combination of communication and engagement. As a direct consequence of this,
stakeholders are more likely to have a vested interest in the accomplishments of the organisation.
Interaction with many stakeholders is one way that the operational level of strategic management competencies may be put into practice. When it comes to the degree of interaction with their various stakeholder groups, organisations have access to a wide selection of different options to choose from. Participation of stakeholders in the decisionmaking process of the corporation is evidence of corporate accountability. The organisation demonstrates its dedication to its many stakeholders by following the policies and procedures that are considered appropriate. When a corporation engages with its many stakeholders more frequently, it raises its level of accountability and responsibility toward those stakeholders.
The voluntary distribution of annual reports is the most common method for exposing stakeholder engagement initiatives. Despite the fact that businesses use a variety of communication platforms to disclose their stakeholder engagement efforts, the distribution of annual reports remains the most prevalent and comprehensive method. Throughout history, the concept of "corporate responsibility" has been understood to refer to the actions taken by a corporation to engage with its various stakeholders. When it comes to issues of social responsibility, the term "engagement" is being used to emphasise that corporations are no longer merely networking with their stakeholders but rather must engage with them as an essential part of their business strategy. This shift in emphasis comes about as a result of the fact that the term "networking" has become synonymous with "social responsibility."
Consideration ought to be given to a set of guiding principles whenever one engages in the process of creating a new activity or reevaluating prior ones. In order for an organisation to successfully engage stakeholders on a problem, for action proposals, or for general feedback, it is imperative that the organisation fulfil a number of predetermined requirements. The concept of engaging stakeholders involves a wide variety of concepts, including, but not limited to, preparation, openness, a code of conduct, education, and listening, of course.
Question 5 (7 marks)
Scenario:You are recently recruited by a company as the HR manager, you have access to sensitive data, such as pay information. As you are looking at pay for each employee in the marketing department, you notice that two employees with the same job title and performing the same job are earning different amounts of money. As you dig deeper, you notice the employee who has been with the company for the least amount of time is actually getting paid more than the person with longer tenure. A brief look at the performance evaluations shows they are both star performers. You determine that two different managers hired the employees, and one manager is no longer with the organisation.
Now you are required to motivate the less paid employee without demotivating others How do you motivate on the basis of early motivational theories and contemporary motivational theories? Explain. Answer this question in no more than 400 words.
ANSWER:
A person's physiologic requirements are the most fundamental biological necessities for that person, and they also reflect the most fundamental level of human aspirational wants. Physiological needs can be broken down into three categories: There are three categories that can be used to classify a person's physiological needs: Additionally, a person's physiological requirements stand-in for the most fundamental level of their aspirational aspirations at the human level. These basics, which include the items that are required in order to maintain life, such as food, air, and a place to reside, make up the foundation of the pyramid. Other fundamentals include the things that are required in order to maintain life. When a person's physiological needs are satisfied, according to Maslow's hierarchy of needs hypothesis of human motivation, a person's physiological demands take
precedence over other desires. This happens when a person's physiological requirements are met. This is the case regardless of whether or not the individual has other desires. According to Maslow's theory of motivation, in order for people to achieve a level of predictability and order in their lives, they work toward reducing the amount of risk and uncertainty that is present in their lives. In other words, they want their lives to be more certain and less uncertain. In other words, people desire for their lives to have a greater degree of predictability. In addition, in order for people to feel some level of confidence about the situation, they want some assurance that their demand for safety and security will be addressed in the not-too-distant future. This is because people are afraid that the situation may get worse. They want to make sure that they have some input into decisions that are made regarding this topic. It is essential, in order to maintain one's staff motivated over time, to instil in them a healthy level of self-esteem as well as the conviction that the work that they perform has a purpose in some way(HI6005 Lectures). This is the best approach to ensure that one's workforce remains productive. It is possible to increase an employee's motivation if the focus is placed on the employee's self-esteem and if the employee's concerns about the safety of the workplace are addressed. In addition, if the focus is placed on the employee's accomplishments, it is possible to increase the employee's motivation.
Question 6 (7 marks)
Scenario: you are the manager of a group of 10 staff within the firm you work for. Your staff have shown to be unmotivated with their work of recent times due to staff cutbacks and no pay increases for 3 years because of budget constraints. Describe two (2) practical methods you could consider to attempt to motivate your staff without increasing their pay.
Answer this question in no more than 400 words.
ANSWER:
If they were to receive any direction at all, the vast majority of workers would choose to receive as few instructions as possible from their management and would prefer to be given the freedom to devise their own methods and procedures for completing their work if they were to receive any direction at all. If they were to receive any direction at all, the vast majority of workers would choose to receive any direction at all. When it is possible to do so, one incredibly effective method for increasing the motivation of teams is to offer them the flexibility to carry out their role in the manner that is most acceptable to them. This is one of the most successful ways to improve team motivation. One of the most effective strategies for boosting the general motivation of a team has been shown to be doing this.
Professional Burnout can manifest itself in the workplace when an individual has the perception that they are unable to progress beyond the responsibilities associated with their current position(HI6005 Lectures). This can lead to an individual feeling as though they have reached their full potential in their current role. Because of this, an individual could have the impression that they have accomplished everything they are capable of in their current position.
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