HI6005 Final Assessment T1 2022.docx

HI6005 Final Assessment T1 2022
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HI6005
MANAGEMENT AND ORGANISATIONS IN A GLOBAL ENVIRONMENT
FINAL ASSESSMENT
TRIMESTER 1, 2022
Assessment Weight: 50 total marks
Instructions:
● All questionsmust be answered by using the answer boxes provided in this
paper.
● Completed answers must be submitted to Blackboard by the published
due date and time.
Please ensure you follow the submission instructions at the end of this paper.
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.
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:
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.

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:
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 decision-
making 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.
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:
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 human-
machine 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 decision-
making 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.

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:
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.
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:
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.
END OF FINAL ASSESSMENT
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HI6005 Final Assessment T1 2022.docx

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