Ob Assignment Essay
UNIVERSITY OF TECHNICAL EDUCATION BTEC HND IN BUSINESS (MANAGEMENT) ASSIGNMENT COVER SHEET NAME OF STUDENT REGISTRATION NO. UNIT TITLE ASSIGNMENT TITLE ASSIGNMENT NO NAME OF ASSESSOR SUBMISSION DEADLINE Organisations and Behaviour Process of Motivation, Teams and Team Work 2 of 2 Todd Endres March 23, 2012 I, __________________________ hereby confirm that this assignment is my own work and not copied or plagiarized from any source. I have referenced the sources from which information is obtained by me for this assignment. ________________________________ Signature _________________________ Date ————————————————————————————————————— FOR OFFICIAL USE Assignment Received By: Date: OB Assignment 2 QCF Feb 2012 CC 1 Unit Outcomes Outcome Evidence for the criteria Feedback Assessor’s decision First Attempt Rework Internal Verification Understand ways of using motivational theories in organisations LO3 Discuss the impact that different leadership styles may have on motivation in organisations in periods of change Compare the application of different motivational theories within the workplace . 1 3. 2 Evaluate the usefulness of a motivation theory for managers 3. 3 Explain the nature of groups and group behaviour within organisations 4. 1 Understand mechanisms for developing effective teamwork in organisations LO4 Discuss factors that may promote or inhibit the development of effective teamwork in organisations 4. 2 Evaluate the impact of technology on team functioning within a given organisation 4. 3 Merit grades awarded Distinction grades awarded M1 D1 M2 D2 M3 D3 OB Assignment 2 QCF Feb 2012 CC 2 Outcome Evidence for the criteria Feedback
Assessor’s decision Internal Verification Assignment ( ) Well-structured; Reference is done properly / should be done (if any) Overall, you’ve Areas for improvement: ASSESSOR SIGNATURE DATE / / NAME: ……………………………………………………………………………… (Oral feedback was also provided) STUDENT SIGNATURE DATE / / NAME : ………………………………………………………………….. FOR INTERNAL USE ONLY VERIFIED DATE YES NO : …………………………………………………………………
VERIFIED BY : …………………………………………………………………. NAME : …………………………………………………………………. OB Assignment 2 QCF Feb 2012 CC 3 SCENARIO In 1954 the UK Atomic Energy Authority began work on building and running nuclear reactors and research facilities. By the 1980s the environmental problems of nuclear waste had become an issue for the UK government. The waste materials and spent fuels had to be safely dealt with. The decommissioning of early reactors became necessary requiring the safe clearance and decontamination of nuclear sites.
In 2005 the government brought this work under the control of a new organization, the Nuclear Decommissioning Authority (NDA). NDA does not directly manage the UK’s nuclear sites. It oversees the work through contracts with specially designed companies known as Site Licence Companies. NDA determines the overall strategy and priorities for managing decommissioning. Although NDA itself only employs around 300 staff, its annual budget is ? 2. 2 billion. The vast majority of this is spent through the contracts with the Site Licence Companies, who also sub contract to other companies, which provide specialist services.
NDA’s objectives are to: ? eliminate site hazards and develop waste solutions; ? ensure the highest standards in safety, security and environmental management; ? build an effective world-class industry; ? gain full approval and support from stakeholders (employees, contractors, government, local communities and the general public); ? make best use of assets and maximise value-for-money. Achieving NDA’s goals is critically dependent on people those employed by NDA and those working for the contractors. In order to achieve its objectives NDA and the industry must recruit and retain talented staff.
This is challenging due to the high retirement rate in its ageing workforce. Jobs may involve moving to remote parts of the UK. In addition to this, there is some public prejudice against nuclear power and its perceived safety which could discourage new recruits. Many people are not aware that the nuclear industry must meet the highest standards of safety for its people. NDA holds ‘Investors in People’ status. This shows that the organisation works hard to meet the needs of its employees. It does this through its human resources (HR) strategy which involves: ? etaining and re-skilling staff through specialised training courses; ? encouraging more GCSE science students through the Energy Foresight programme; ? direct sponsorship of students at university studying relevant courses; ? an industry-wide nuclear graduate scheme giving two years professional development; OB Assignment 2 QCF Feb 2012 CC 4 ? linking with national initiatives such as the establishment of the National Skills Academy for Nuclear (NSAN) to co-ordinate the industry’s training opportunities, National Vocational Qualifications (NVQ), apprenticeships to foundation degree level; ? he promotion of postgraduate research at universities, nuclear companies and specialist centres such as the National Nuclear Laboratory. The company is further committed towards developing a motivated workforce to deliver safe and sustainable solutions to nuclear clean-up and waste management. Motivation refers to the energy and commitment with which an individual or group performs a task or role. It affects almost every aspect of business. At the most basic level, motivated staffs work harder. They may get more done in less time which reduces labour costs. This shows in higher productivity for the business.
However, it is not just the level of output that improves. Motivated staff work to higher standards of quality because they care about what they are doing. They learn faster and have more ideas. They are less likely to cause accidents, make mistakes or get involved in conflict. Motivated workers make a more favourable impact on customers and other stakeholders. They are also less resistant to change and require less supervision. An unmotivated workforce could have a negative impact on the business through: ? lower productivity; ? more accidents; ? higher rates of absenteeism; ? ore conflict; ? less readiness to learn or change; ? more need for supervision. Achieving a motivated workforce is neither cheap nor easy. However, the expense and effort can be well rewarded. The style of leadership and management associated with a motivated workforce is difficult to copy. This makes motivation a potential source of competitive advantage. The NDA Way shows how the organization demonstrates its values. These values provide the setting for motivating its employees. The NDA Way includes: ? always acting safely and responsibly; ? building talent and teams; ? eing open and transparent; ? challenging ourselves and our contractors; ? confronting problems; ? delivering what we promise; ? learning from experience. ‘ More highly skilled employees look for long-term progression in their careers. This helps them meet their higher order needs. Much depends on the training and OB Assignment 2 QCF Feb 2012 CC 5 development opportunities within an organisation. For many staff, this growth in personal capabilities directly increases job satisfaction. It also makes promotion more likely. This in turn brings increased responsibility, status and esteem.
NDA ensures that its staff become proficient across a range of skills making work more interesting and challenging. It also builds flexibility into the workforce. In job enrichment a group of employees complete a whole stage of production and take responsibility for quality. In some firms this leads to empowerment where staff make their own decisions about work planning. They identify training needs and make proposals for process improvement. Decommissioning involves a wide variety of projects. Each of these poses a unique challenge. Projects involve a large number of linked activities.
Each project group is composed of people with the right skills to fulfil its objectives. NDA needs flexible people, able to work in teams and learn continuously from experience. Employees must accept and act on feedback. Team working links are particularly crucial when looking for innovative approaches to decommissioning. Within the team, each person is assigned the roles for which they are best qualified. Each person needs to be committed to the highest standards of quality in their role. This implies continuous learning where training and personal development are never complete.
The NDA’s view is that the Authority’s objectives and employee objectives have a win-win relationship. To fulfil their potential, staff need to build on existing skills and capabilities. These are assessed jointly by the authority and the employee leading to a clear picture of training and development needs. Every employee has a Personal Development Plan with SMART objectives and paths to professional accreditation where relevant. NDA also recognizes that skilled and committed people in a long-term career cannot separate work from the rest of their life.
People content with their work-life balance are more amenable to being motivated by good leadership. It is therefore NDA policy to help staff find an effective work-life balance. They provide assistance in moving home when employees are appointed or relocated. The organization also offers staff a wide range of personal benefits such as family leave and counselling. NDA operates in an industry where attracting and retaining skilled staff is a top priority. The organization sees its training and welfare provisions for employees as a long-term investment. Motivation at NDA is not just about working harder, faster or more effectively.
It is about commitment to NDA’s mission on which the future of the industry and public safety ultimately depends. OB Assignment 2 QCF Feb 2012 CC 6 ROLE You have been working as a management trainee in the consultancy firm and your Senior Consultant asked you to compile a ‘Presentation’ for task one and a ‘Report’ for task two based on the given information in the scenario and also with additional research in relation to the areas outlined below: Task 1 • Discuss the impact that different leadership styles may have on motivation in organizations in periods of change (3. ) Compare the application of different motivational theories within the workplace (3. 2) Evaluate the usefulness of a motivation theory for managers (3. 3) • • Task 2 (write a report) • • Explain the nature of groups and group behavior within organizations (4. 1) Discuss factors that may promote or inhibit the development of effective teamwork in organizations (4. 2) Evaluate the impact of technology on team functioning within a given organization (4. 3) •
Note – Support your answer by presenting facts in the case as well as by referencing external sources of information. OB Assignment 2 QCF Feb 2012 CC 7 GRADING Pass is achieved by meeting all the requirements defined in the assessment criteria. (Refer page 2 of the assignment brief) Merit Identify and apply strategies to find appropriate solutions. (M1) Characteristics / Possible Evidence – Use of comparative presentation technique with sufficient details and comparison of motivational theories based on given organisation situation.
Select and apply appropriate methods (M2) Characteristics / Possible Evidence – Appropriate methods/techniques have been applied in motivational theories, team development and suggest suitable technology for team functioning Present and communicate appropriate findings (M3) Characteristics / Possible Evidence – An appropriate structure and approach has been used and logical and coherent arguments has been presented related to motivational theories as well as teamwork, groups and group dynamics. Distinction Take responsibility for managing and organizing activities (D2)
Characteristics / Possible Evidence – independence demonstrated and substantial activities have been planned, managed and organized related to practice of management and groups and group dynamics. Demonstrate convergent, lateral and creative thinking (D3) Characteristics / Possible Evidence – problem have been solved with evidence of good understanding of organizational performance and impact of technology on team functioning. OB Assignment 2 QCF Feb 2012 CC 8 PRESENTATION 1. The assignment should have a cover page that includes the assignment title, assignment number, course title, module title, Lecturer/tutor name and student’s name.
Attach all the pages of assignment brief/cover sheet with your report and leave them blank for official use. 2. Ensure that authenticity declaration has been signed. 3. This is an individual assignment. 4. Content sheet with a list of all headings and page numbers. 5. A fully typed up professionally presented report document. Use 12 point Arial or Times New Roman script. 6. Your assignment should be word-processed and should not exceed 2,500 words in length. A CD should be included with references and accompanying notes. 7. Use the Harvard referencing system. 8.
Exhibits/appendices are outside this limit. 9. The assignment should be not contain a bibliography – but should contain a list of any references used in the assignment. NOTES TO STUDENTS FOR SUMMISSION • • • • • • • • Check carefully the submission date and the instructions given with the assignment. Late assignments will not be accepted. Ensure that you give yourself enough time to complete the assignment by the due date. Do not leave things such as printing to the last minute – excuses of this nature will not be accepted for failure to hand-in the work on time.
You must take responsibility for managing your own time effectively. If you are unable to hand in your assignment on time and have valid reasons such as illness, you may apply (in writing) for an extension. Failure to achieve a PASS grade will results in a REFERRAL grade being given. Take great care that if you use other people’s work or ideas in your assignment, you properly reference them in your text and any bibliography. NOTE: If you are caught plagiarizing, the University policy and procedures will apply. OB Assignment 2 QCF Feb 2012 CC 9