BMO1102 Management And Organisation Behaviour Assessment Australia.

Subject Code & Title: BMO1102 Management And Organisation Behaviour
ASSIGNMENT TITLE
Group Assignment: Manager Interview Report. Part 1 – Interview Analysis and Comparison with Relevant Theory
This part of the assessment task (Part 1) accounts for 30 % of the marks for this unit
Word Limit: 2500 words
BMO1102 Management And Organisation Behaviour Assessment Australia.

LEARNING OUTCOMES BEING ASSESSED
1.Critically analyse management practices in the Australasian context.
2.Understand organisational behaviour and management theory.
3.Critically analyse the underlying values of these theories.
4.Demonstrate knowledge of management theories and evaluate their impact on practical management decision making in the Australasian context
5.Develop skills and knowledge with regard to individual and group behaviour in the context of organisations and their environment.

(See the unit of study guide for the full list of learning outcomes for BMO1102).

SUMMARY OF GROUP ASSIGNMENT PART 1 TASKS

Task 1: Interview Review and Transcription
1.Watch and listen to the video of the manager interview at least twice before starting your transcription.

2.Write out the questions and sub-questions the interviewer asks.

3.Number each question (i.e. Question 1) and each sub-question (i.e.1a)

4.Paraphrase the manager’s response to each question and sub-question. You will notice that the manager refers to different managerial functions in different questions in the interview, often two or more managerial functions are referred to in one question.

5.After transcribing the interview, highlight what aspects of the interview relate to the managerial functions of Planning, Organising, Leading & Controlling (POLC). You may find it useful at this stage to use different colours to highlight the different management functions (POLC), for instance, P=Green, O=Yellow, L= Pink, C=Purple. This transcript will be included as Appendix 1 of your report.

BMO1102 Management And Organisation Behaviour Assessment Australia.

Task 2: Analysis and Linking to Relevant Theory

Instructions for comparing the interview with theory:
For this part of the group assignment you will need to identify the main themes of the questions being asked (e.g. planning, leading, organising or controlling) and see how the manager’s answers link to theories and practices described in those sections of the textbook as well as peer reviewed journal articles.

You will find it helpful to use the transcript that you prepared for this task rather than watching the interview video to identify key information. By reading the transcript of the interview you can focus on each of the different functions of management.

The comparison with relevant theory should be written up as a Word document of 2500 – 3000 words (not including the interview transcription). Use the Group Report Template as a style guide. If you use the template for this first part of the assignment, it will make your task easier when you start work on writing up the formal business report for part two.

An example of how to approach the analysis (comparison with theory) can be found on pages 6 and 7 of these assignment instructions.

WHAT HAS TO BE SUBMITTED FOR PART 1 OF THE GROUP ASSIGNMENT:
Cover Page
(Executive summary not included for part 1, will be included in part 2)
Table of Contents
(Introduction not included for part 1, will be included in part 2)
Main Body – this is the analysis section comparing theory and practice
(Conclusion not included for part 1, will be included in part 2)

INSTRUCTION DETAILS FOR PART 1 OF THE GROUP REPORT:
Each group will be assigned a video recording of a manager interview to analyse. Your report will be based on the video recording and this part 1 of the assignment will be included as a component of your final report.

You are required to watch the manager interview and identify key information to be transcribed.Next, you are required to use your transcription of the manager interview to compare the answers given by the manager with relevant theory from your textbook and peer reviewed journal articles.

Your transcription of the interview will be included as an appendix to this Part 1 submission and will be also included as an appendix in Part 2 “final report” submission.

Task 1: Interview Review
6.Watch and listen to the interview at least twice before starting your transcription.
7.Write out the questions and sub-questions the interviewer asks.
8.Number each question (i.e. Question 1) and each sub-question (i.e.1 a)
9.Paraphrase the manager’s response to each question and sub-question. You will notice that the manager refers to different managerial functions in different questions in the interview, often two or more managerial functions are referred to in one question.
10.After transcribing the interview, highlight what aspects of the interview relate to the managerial functions of Planning, Organising, Leading & Controlling (POLC). You may find it useful at this stage to use different colours to highlight the different management areas, for instance, P=Green, O=Yellow, L= Pink, C=Purple.

Task 2: Interview Analysis and Linking to Relevant Theory

Instructions for comparing the interview with theory:

For this part of the assessment task you will need to identify the main themes of the questions being asked (e.g. planning, leading, organising or controlling) and see how the manager’s answers link to theories and practices described in the relevant sections of the textbook and peer reviewed journal articles.

For example, the manager might respond to questions about leadership and motivation like this:

How do you approach the task of leading others?

Manager Response:
I try to adjust how I work with the team based on each project. If it is a type of project that is the same as something we’ve done before, I know that the team knows how to do it and what needs to be done. In that case I’ll step back and let them get on with it. In that situation my job is to just make sure they have what they need to get the project completed and to keep an eye on them so that I can help where necessary. If the project is completely new, something we haven’t done before, I’ll spend more time showing what has to be done and making it very clear what standard I expect to be met. I do a lot more“telling” and a lot more “showing” them what to do until I feel confident that they actually know what they are doing and what I want.

How do you motivate your subordinates?

Manager Response:
I usually try to set specific goals for each of my staff, something that they can achieve in the next six to twelve months. The goals are something that we discuss and agree on. All the goals that are set are linked to the strategic plan for my department. Achieving the goals will result in the staff member getting their bonus – if they achieve all of their goals, they get 100% of their bonus, and if they only achieve half of their goals they only get 50% of their bonus. Having the bonus as a reward helps to keep them focussed on achieving their goals – so they work hard for the bonus without me looking over their shoulder all the time. If their performance reviews show that they are meeting goals they have a much better chance of success when they apply for promotion. If one of the teams points out that they need extra help or training to achieve a goal, or if I know that already, I’ll try to make sure they get the help or training that they need.

These questions come from the Leading section of the textbook and are about leading (chapter 13) and motivation (chapter 12). The manager is using the Path-Goal approach to leadership and a goal setting approach to motivating staff. In this example you should write a brief summary of the Path-Goal leadership theory and goal setting under the heading ‘Leading’ then show how the manager’s answer contains aspects of these two theories, under the heading ‘Analysis’.

For example:
4.0 Leading
4.1 Theory
According to Williams, McWilliams, Lawrence and Waheduzzaman (2020, p. 241) ‘leading is the process of influencing others to achieve group or organisational goals’. In her role as a project manager at Australia Post, Ms. X adjusts the way she talks to and directs her staff, so that she can meet the deadlines associated with project management. She has a clear vision of the desired end result and is effective in guiding her team to achieve this. Ms. X states that she is strongly motivated to meet her goals and that she uses goal setting to motivate her staff. If goals are met, she and her staff are rewarded with annual bonus payments and promotion opportunities.

BMO1102 Management And Organisation Behaviour Assessment Australia.

The leadership style described in the interview is closely aligned with the Path-Goal theory and it is also evident that Ms. X uses goal setting to motivate herself and her staff.

The Path-Goal leadership theory states that ‘leaders can increase sub ordinate satisfaction and performance by clarifying and clearing the paths to gaols and by increasing the number and kinds of rewards available when goals are achieved’ (Williams, Mc Williams, Lawrence & Waheduzzaman 2020, p. 251). Path-Goal leadership states that there are four leadership styles that managers can choose from, directive, supportive, participative and achievement orientated. The choice of leadership style is based on subordinate contingencies and environmental contingencies. Subordinate contingencies are the manager’s perception of the subordinates’ ability, locus of control and level of experience. The environmental contingencies are the structure of the task, the formal authority system and the nature of the primary work group. The correct choice of leadership style will result in subordinates’ positive satisfaction and high performance (Williams, Mc Williams,Lawrence & Waheduzzaman

4.2 Analysis
Ms. X states that she changes her leadership style depending on the project tasks as well as if she thinks her staff have the necessary skills, knowledge and confidence to do a good job. This approach aligns with the Path-Gaol theory of leadership in that it shows that Ms. X selects her approach to leading based on her evaluation of subordinate contingencies such as level of skill and experience. However, it is not clear from the interview if Ms. X takes into account environmental contingencies other than the type of task.

BMO1102 Management And Organisation Behaviour Assessment Australia.

If Ms. X thinks the staff are confident undertaking tasks that they have done before, and that the staff work well together she says that she will not get in their way, and supports them by making sure that they have the resources they need to get the job done. This is similar to the “supportive” leadership style in the Path-Goal theory. If she thinks the task she is asking them to do is new or complicated, she will spend more time telling them what standards she expects and how to get things done, and watches closely to make sure they are on the right track. This approach closely resembles the “directive” leadership style in path-goal leadership. By changing her leadership style in these ways, Ms. X closely follows the Path-Goal approach where a leader adjusts their style according to the situation (Williams, McWilliams, Lawrence & Waheduzzaman 2020).

BMO1102 Management And Organisation Behaviour Assessment Australia.

With the project that Ms. X states she and her team were working on at the time of the interview, she demonstrates aspects of goal setting theory. Ms. X is motivated by goal achievement herself and uses that to motivate and inspire her team. She is clear about the goals that need to be achieved and works with her staff to set goals, which, according to goal-setting theory increase employee motivation to achieve goals (Williams, McWilliams, Lawrence & Waheduzzaman 2020). She ensures her team are aware of and understands the specific goals that they set and in line with goal theory provides feedback and strategies to assist her team to achieve their goals. Ms. X assists her team to achieve those set goals by building a rapport with her team, keeping the communication lines open and providing assistance and/or training when either requested or required. Ms. X establishes a firm vision for the duration of projects by making sure each team member knows what is required and expected of them and ensures both she, and her team, continue to look forward.

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