Higher Nationals

Internal verification of assessment decisions – BTEC (RQF)

INTERNAL VERIFICATION – ASSESSMENT DECISIONS

Programme title BTEC HND in Business Management

Assessor Internal Verifier

Unit 20: Organisational Behaviour

Unit(s)

Management and Personality Portfolio

Assignment title

S.P.Devindi Lalithya

Student’s name

List which Pass Merit Distinction

assessment criteria
the Assessor has
awarded.

INTERNAL VERIFIER CHECKLIST

Do the assessment criteria

awarded match those shown in
the assignment brief?
Y/N

Is the Pass/Merit/Distinction grade

awarded justified by the Y/N
assessor’s comments on the student
work?

Has the work been

assessed accurately?
Y/N

Is the feedback to the student:

Give details:

• Constructive?

Y/N
Y/N
• Linked to relevant
assessment criteria?

• Identifying opportunities Y/N

for improved Y/N
performance?

• Agreeing actions?

Does the assessment decision

need amending?
Y/N

Assessor signature Date

 Internal Verifier signature Date

Programme Leader
signature (if required)
Date

Remedial action taken

Internal
Verifier
Programme Leader
signature (if
Higher Nationals - Summative Assignment Feedback Form

S.P.Devindi Lalithya/E179170
Management and Personality Portfolio

08.12.2023 Date Received

1st submission
Date Received 2nd
submission
Assessor Feedback:

LO1 Reflect on own personality and perceptions to understand how individual difference
informs and influences management approaches

Pass, Merit & P1 P2 M1 D1

Distinction Descripts

LO2 Apply content and process theories of motivation to create and maintain an effective
workforce

Pass, Merit & P3 M2 D1

Distinction Descripts
 Resubmission Feedback:

Internal Verifier’s Comments:

Signature & Date:

* Please note that grade decisions are provisional. They are only confirmed once internal and external
moderation has taken place and grades decisions have been agreed at the assessment board.

Assignment Feedback

Formative Feedback: Assessor to Student

Action Plan
Summative feedback

Feedback: Student to Assessor

Assessor Date
signature

[email protected] 08.12.2023

Student signature Date

Pearson

Higher Nationals in
Business

Unit 20: Organisational Behaviour

Assignment 01
General Guidelines

1. A Cover page or title page – You should always attach a title page to your assignment. Use previous
page as your cover sheet and make sure all the details are accurately filled.
2. Attach this brief as the first section of your assignment.
 3. All the assignments should be prepared using a word processing software.
4. All the assignments should be printed on A4 sized papers. Use single side printing.
5. Allow 1” for top, bottom , right margins and 1.25” for the left margin of each page.

Word Processing Rules

1. The font size should be 12 point, and should be in the style of Time New Roman.
2. Use 1.5 line spacing. Left justify all paragraphs.
3. Ensure that all the headings are consistent in terms of the font size and font style.
4. Use footer function in the word processor to insert Your Name, Subject, Assignment No, and
Page Number on each page. This is useful if individual sheets become detached for any reason.
5. Use word processing application spell check and grammar check function to help editing your
assignment.

Important Points:

1. It is strictly prohibited to use textboxes to add texts in the assignments, except for the compulsory
information. eg: Figures, tables of comparison etc. Adding text boxes in the body except for the
before mentioned compulsory information will result in rejection of your work.
2. Avoid using page borders in your assignment body.
3. Carefully check the hand in date and the instructions given in the assignment. Late submissions will
not be accepted.
4. Ensure that you give yourself enough time to complete the assignment by the due date.
5. Excuses of any nature will not be accepted for failure to hand in the work on time.
6. You must take responsibility for managing your own time effectively.
7. 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.
8. Failure to achieve at least PASS criteria will result in a REFERRAL grade .
9. Non-submission of work without valid reasons will lead to an automatic RE FERRAL. You will
then be asked to complete an alternative assignment.
10. If you use other people’s work or ideas in your assignment, reference them properly using
HARVARD referencing system to avoid plagiarism. You have to provide both in-text citation and a
reference list.
11. If you are proven to be guilty of plagiarism or any academic misconduct, your grade could be
reduced to A REFERRAL or at worst you could be expelled from the course
Student Declaration

I hereby, declare that I know what plagiarism entails, namely to use another’s work and to present it as my
own without attributing the sources in the correct way. I further understand what it means to copy another’s
work.

1. I know that plagiarism is a punishable offence because it constitutes theft.

2. I understand the plagiarism and copying policy of the Edexcel UK.

3. I know what the consequences will be if I plagiaries or copy another’s work in any of the
assignments for this program.

4. I declare therefore that all work presented by me for every aspects of my program, will be my own,
and where I have made use of another’s work, I will attribute the source in the correct way.

5. I acknowledge that the attachment of this document signed or not, constitutes a binding agreement
between myself and Edexcel UK.

6. I understand that my assignment will not be considered as submitted if this document is not attached
to the attached.

Student’s Signature: Date:

(Provide E-mail ID) (Provide Submission Date)

[email protected] 08.12.2023
Higher National Certificate/Diploma in Business

Assignment Brief

Student Name /ID Number S.P.Devindi Lalithya/E179170

Unit Number and Title Unit 20: Organisational Behaviour

Academic Year

Unit Tutor

Assignment Title Management and Personality Portfolio

Issue Date

Submission Date 08.12.2023

IV Name & Date

Submission format
Section A

The submission is in the form of an individual portfolio of evidence. You are to produce a portfolio
of reflective evidence and take part in a simulated group activity. The portfolio should include the
following:

1. Completed personality and attribute audits and a reflective statement

2. A motivational group activity

3. A reflective presentation that includes the participation and outcome of areas 2 and 3 above.

You are required to make use of headings, paragraphs, and subsections as appropriate, and all work
must be supported with research and referenced using the Harvard referencing system (or an
alternative system). You will need to provide a bibliography using the Harvard referencing system
(or an alternative system). Inaccurate use of referencing may lead to issues of plagiarism if not
applied correctly.

Word count is 2500–3000 words, although you will not be penalised for going under or exceeding
the total word limit.

Section B

The submission format is in the form of an academic poster. The academic poster should be written
in a concise style using an appropriate template. You are required to make use of headings,
paragraphs, and subsections as appropriate, and all work must be supported with research and
referenced using the Harvard referencing system (or alternative system). Please also provide a
bibliography using the Harvard referencing system (or alternative system). Inaccurate use of
referencing may lead to issues of plagiarism if not applied correctly. The recommended word limit
is 1,500–2,000 words, although you will not be penalised for going under or exceeding the total
word limit
Unit Learning Outcomes:

LO1 Reflect on own personality and perceptions to understand how individual difference informs
and influences management approaches

LO2 Apply content and process theories of motivation to create and maintain an effective
workforce

LO3 Participate in a group team activity for a given business situation to demonstrate effective
team skills.

LO4 Examine how power, politics and culture can be used to influence employee behaviour and
accomplish organisational goals.

Learning Outcomes and Assessment Criteria

Pass Merit Distinction

LO1 Reflect on own personality and perceptions to

understand how individual difference informs and
influences management approaches

P1 Assess own personality M1 Challenge own

traits and attributes in perspectives and individual LO1 and LO2
traits and attributes to D1 Adapt personal
terms of them having
influence and improve
a positive or negative perspectives, traits and
effect on management managerial relationships. attributes to justify
approaches and company improvements that
Performance. influence and enhance
employee motivation
P2 Reflect on the value and create an effective
and importance of Workforce.
personality and perception
for effective managerial
Relationships.

LO2 Apply content and process theories of motivation to

create and maintain an effective workforce

P3 Apply content and M2 Critically assess the

process theories of extent that employee
motivation for enhancing motivation can be
and maintaining an enhanced and maintained
effective organisational by practical application
workforce, providing of content and process
specific examples theories of motivation

LO3 Participate in a group team activity for a given

business situation to demonstrate effective team skills
D2 Revise personal
P4 Contribute to the M3 Reflect on personal
contribution and skills for
creation and management contribution to group
effective teams to make
of effective teamworking in behaviour and dynamics
justified recommendations
a given business situation. in the creation and
for own improvement
management of effective
P5 Explore the relevance of teamworking
group behaviour and team
theory in the creation and
management of effective
teamworking
Assignment Brief and Guidance:

Vocational scenario | Section A

Organisation

The organisation is a Sri Lankan based retailer, with stores in multiple countries. The
retailer offers the latest fashion, beauty and homeware at the best value on the high street.
They keep the prices low and offer a large range of own-brand items. They pay well and
expect their staff to work hard. Managers can expect to work in a fast paced environment
but with a family feel and with good training and expertise on hand for support.

Role

You are currently working as a Graduate Trainee Store Manager. You are responsible for
leading, motivating and developing the team of store employees to ensure consistent
delivery on standards, customer service and product knowledge, maximising the store’s
sales potential and profitability. You ensure that the delivery of the brand is in line with
all visual merchandising guidelines and with creative flair, you proactively drive store
performance across all departments.

As part of your graduate training, the retail company provides ‘Master Class’s
management training sessions led by the Executive Team. In each session, you will carry
out individual and group activities with your peers. You are to record what you do and
use the information gathered to reflect on your contribution and make justified
improvements for self and towards creating an effective workforce.

Assignment activity and guidance | Section A

SPD LALITHYA OB Unit 20 1

Each ‘Master Class’ focuses on different aspects of leadership and management, and
involves different activities.

Master Class 1 – Personality and Perceptions

Complete a personality and attribute evaluation that audits your skills and personality
traits. Discuss whether they are positive or negative in terms of management approaches.

Reflect on personality and perceptions of self in terms of your own performance.

Master Class 2 – Motivation

As part of the training, you have been asked to provide solutions for addressing low
morale, lack of focus and productivity of employees on the shop floor. Staff work long
shifts, are often dealing with challenging customers and work can be repetitive. They
often work in isolation.

You are to work in a small group of your peers to prepare, produce and deliver a short,
dynamic motivational activity for the rest of the management team to take part in (group
of 3-4 members).You should fully participate in the creation and management of this
activity. The activity should apply content and process theories of motivation.

Discuss the outcome of the activity with your peers to critically assess how successful the
application of motivation theories can be.

SPD LALITHYA OB Unit 20 2

Master Class 3 – Reflection

Following the group activity in Master Class 2 and the completion of the audits in Master

Class 1, you are to present the outcome of your results and participation in the group
activity. To support your improvements and recommendations, appropriate literature and
additional business examples should be used. In your presentation, you should consider
the following areas.

• Exploration of team and group behaviour and its relevance to an effective team.

• Assessment and reflection on the results of the audits, your participation in the group
activity and the importance of personality etc. in effective workforce and managerial
relationships.

• Challenge and reflection on your personal perspectives, traits and attributes, as well as
your individual contribution to the group activity.

• Consideration and justification of the adaptation of self and business managers in

creating an effective team and a motivated workforce

Vocational scenario | Section B

Role

In your position as Graduate Trainee Store Manager, central office has raised concerns
with you that organisational power and politics are negatively influencing the culture of
the business. This is preventing some stores from achieving set business goals. As a
Graduate Trainee Store Manager running an operation, you must be commercially aware

SPD LALITHYA OB Unit 20 3

and be responsible for delivering on-sales targets while delighting your customer at every
interaction.

You have been asked to investigate how power, politics and culture influence employee
behaviour and impact customer satisfaction and sales. Your investigation will be
presented as an academic poster in your next Master Class training session and will focus
on driving performance and productivity.

Assignment activity and guidance | Section B

You are to evaluate a variety of different organisational examples of how organisational,

power, politics and culture affect employee behaviour. You should make
recommendations on how organisational power, politics and culture could be used to
encourage and guide employee behaviour to help achieve sales and target goals, improve
interaction with customers, and with visual merchandising and stock presentation.

You should consider:

• Different perspectives of power

• The occurrence of organisational politics

• Levels of culture and how national culture can influence management and employee
behaviour

• The combined effect of power, politics and culture on behaviour and the
accomplishment of organisational goals.

SPD LALITHYA OB Unit 20 4

 Grading Rubric

Grading Criteria Achieved Feedback

P1 Assess own personality traits and

attributes in terms of them having a
positive or negative effect on
management approaches and
company performance

P2 Reflect on the value and

importance of personality and
perception for effective managerial
relationships.

P3 Apply content and process theories

of

motivation for enhancing and

maintaining an effective
organisational workforce, providing
specific examples

P4 Contribute to the creation and

management of effective
teamworking in a given business

SPD LALITHYA OB Unit 20 5

situation

P5 Explore the relevance of group

behaviour and team theory in the
creation and management of effective
teamworking

M1 Challenge own perspectives and

individual traits and attributes to
influence and improve managerial
relationships

M2 Critically assess the extent that

employee motivation can be enhanced
and maintained by practical
application of content and process
theories of motivation

M3 Reflect on personal contribution

to group behaviour and dynamics in
the creation and management of
effective teamworking.

D1 Adapt personal perspectives, traits

and attributes to justify improvements
that influence and enhance employee
motivation and create an effective
workforce

D2 Revise personal contribution and

skills for effective teams to make
justified recommendations for own
improvement

SPD LALITHYA OB Unit 20 6

SPD LALITHYA OB Unit 20 7
Contents

Section A - Portfolio of Evidence........................................................................................4

1. Understand how individual differences inform and influence management approaches by

examining your own personality and perceptions.................................................................4

1.1. Personality traits and attributes and how they affect management strategies and company
performance, both positively and negatively..........................................................................4

1.1.2Approaches.................................................................................................................4

1.1.3. Personality traits and attributes.................................................................................5

1.14. Big five dimensions of personality............................................................................5

1.1.4. Type of personality that the author has according to the tests..................................6

1.1.5. Positive and negative attributes of the author's personality......................................6

1.1.6. Positive and negative effects of each personality trait and attribute on management
approaches..........................................................................................................................7

1.1.7. The effects of each personality trait and attribute, both positive and negative, on the
company's performance......................................................................................................7

1.1.8. Reasoned assessments of a situation's or a skill's caliber.........................................7

1.2. The significance and worth of perception and personality for productive managerial
relationships............................................................................................................................8

1.2.1. Observation...............................................................................................................8

1.2.2. Perception's value and significance for productive employee and management
relationships........................................................................................................................8

1.2.3. Character...................................................................................................................8

1.2.4. The value and significance of personality in managing and workforce relationships8

1.3. Personal viewpoints, characteristics, and qualities to impact and enhance management
relationships............................................................................................................................9

1.3.1. How to improve and influence managerial relationships by questioning the author's
views, perspectives, traits, and attributes............................................................................9

1.3.2. Advantages and disadvantages of the author's perspectives and personal characteristics
............................................................................................................................................9

2. Content and process theories of motivation to create and maintain an effective workforce
..................................................................................................................................................10

SPD LALITHYA OB Unit 20 8

 2.1.1. Motivation...............................................................................................................10

2.1.2. Motivational Theories.............................................................................................10

2.1.3. Content and Process Theories of Motivation..........................................................10

2.1.4. Intrinsic and Extrinsic Motivation..........................................................................10

2.1.5. Motivational Program Including Content and Process Theories............................11

2.1.6. How Motivational Programs Enhance and Maintain Effective Workforce............11

2.2. The extent that employee motivation can be enhanced and maintained by the practical
application of content and process theories of motivation...................................................11

2.2.1. Importance of Motivation in the Workplace..........................................................11

2.2.2. Improving Motivation with Content and Process Theories in Organizational Context
..........................................................................................................................................11

2.2.3. Positive Impacts of Motivational Programs on the Organization...........................12

2.3. Personal Perspectives, Traits, and Attributes for Enhancing Employee Motivation and
Creating an Effective Workforce..........................................................................................12

2.3.1. Modifying the author's own viewpoints, characteristics, and traits in order to fit the
role of graduate trainee store manager..............................................................................12

2.3.2. How changing viewpoints, character traits, and other characteristics affects worker
motivation and results in an efficient workforce..............................................................13

Section A - Presentation.........................................................................................................14

Section B – Academic Poster.................................................................................................20

Politics as a Shaping Force...................................................................................................20

4.1 Influence of Politics on Employee Behaviour and Accomplishment of Organizational Goals

SPD LALITHYA OB Unit 20 9

 ..............................................................................................................................................22

4.2 Influence of Organizational Culture on Employee Behaviour and Accomplishment of

Organizational Goals............................................................................................................23

4.3 Evaluation of the Influence of Operation of Power, Politics, and Culture in an Organization
..............................................................................................................................................23

4.4 Advantages and Disadvantages of Influence of Power, Politics, and Culture in an

Organization.........................................................................................................................24

5.Conclusion............................................................................................................................25

References................................................................................................................................27

List of figures

Figure 1 Big 5 of personality (Annebelle, 2023)........................................................5

Figure 2 Maslow Thoery of motivation (knowledge hut, n.d.)...................................10

List of Table

Table 1 Conclusion 25

SPD LALITHYA OB Unit 20 2

Introduction to organizational behaviour

Section A - Portfolio of Evidence

Master Class 1

Organizational behaviour (OB) is a field of study that explores the interactions, dynamics,
and behaviours within organizations. It examines how individuals, groups, and structures
influence the overall functioning of an organization. By analysing aspects such as
communication, leadership, motivation, and decision-making, organizational behaviour
seeks to understand and improve the effectiveness and efficiency of both individuals and
the organization. In essence, it provides insights into the human side of management,
helping organizations optimize their internal processes and achieve their goals by
fostering a positive and productive work environment.

1. Understand how individual differences inform and influence

management approaches by examining your own personality
and perceptions.

1.1. Personality traits and attributes and how they affect management
strategies and company performance, both positively and negatively

1.1.2Approaches

Nomothetic Approach Measurable and particular perspective on personality and trait

identification as a group of observable, measurable, and assessable character traits

SPD LALITHYA OB Unit 20 3

According to the Ideographic Approach, personality development is a dynamic process
that is susceptible to alteration in response to one's surroundings and other people.
(studocu, n.d.)

1.1.3. Personality traits and attributes

Personality traits are enduring patterns of thoughts, feelings, and behaviors that
distinguish individuals from one another. They can be influenced by a combination of
genetic and environmental factors. Personality attributes are specific characteristics that
make up an individual's personality, such as extroversion, agreeableness,
conscientiousness, neuroticism, and openness to experience. (Birt, 2023)

1.14. Big five dimensions of personality

Figure 1 Big 5 of personality (Annebelle, 2023)

The Big Five is a widely used model of personality that describes five broad dimensions:

SPD LALITHYA OB Unit 20 4

 1. Openness to experience: The tendency to be open to new ideas, experiences, and
values.

2. Conscientiousness: The tendency to be organized, dependable, and planful.

3. Extroversion: The tendency to be sociable, assertive, and energetic.

4. Agreeableness: The tendency to be trusting, cooperative, and helpful.

5. Neuroticism: The tendency to be prone to negative emotions, such as anxiety and

sadness.

(Annebelle, 2023)

1.1.4. Type of personality that the author has according to the tests

The author's personality type can be determined by taking a personality assessment, such
as the Myers-Briggs Type Indicator (MBTI) or the NEO Personality Inventory-Revised
(NEO-PI-R). These assessments measure an individual's scores on the Big Five
dimensions of personality. Based on these scores, the author can be classified into one of
16 MBTI types or one of five NEO-PI-R personality styles.

1.1.5. Positive and negative attributes of the author's personality

Each personality trait has both positive and negative attributes. For example, extroverts
are typically outgoing and sociable, but they can also be impulsive and talkative.
Introverts are typically thoughtful and introspective, but they can also be shy and
reserved. It is important to understand the strengths and weaknesses of one's own
personality in order to maximize effectiveness in the workplace.

1.1.6. Positive and negative effects of each personality trait and attribute on
management approaches

SPD LALITHYA OB Unit 20 5

Personality traits can have a significant impact on management approaches. For example,
extroverted managers are more likely to adopt a participative leadership style, while
introverted managers are more likely to adopt a directive leadership style. Managers who
are high in conscientiousness are more likely to be organized and detail-oriented, while
managers who are low in conscientiousness are more likely to be flexible and adaptable.
Understanding the impact of personality traits on management approaches can help
organizations develop more effective leader

1.1.7. The effects of each personality trait and attribute, both positive and negative,
on the company's performance

Personality traits can have a significant impact on the performance of a company. For
example, companies with extroverted managers are more likely to be innovative and
customer-focused, while companies with introverted managers are more likely to be
efficient and focused on quality control. Managers who are high in conscientiousness are
more likely to be organized and detail-oriented, which can lead to improved financial
performance. Managers who are low in conscientiousness are more likely to be flexible
and adaptable, which can help companies to respond quickly to changes in the market.
(Delima, 2020)

1.1.8. Reasoned assessments of a situation's or a skill's calibre

Effective managers are able to make reasoned assessments of a situation or a skill. This
involves being able to:

1. Gather information from a variety of sources.

2. Identify relevant and important information.

3. Analyse information to identify patterns and trends.

4. Draw conclusions based on evidence.

5. Communicate findings and recommendations clearly and concisely.

SPD LALITHYA OB Unit 20 6

1.2. The significance and worth of perception and personality for
productive managerial relationships

Perception and personality are both important for productive managerial relationships.
Perception is the way in which we interpret and make sense of the world around us. It is
influenced by our individual experiences, beliefs, and values. Personality is a stable set of
characteristics that influence our thoughts, feelings, and behaviors. It is also influenced by
our genetics and our environment.

1.2.1. Observation

Observation is the process of gathering information about the world around us through
our senses. It is an important tool for understanding perception and personality.

1.2.2. Perception's value and significance for productive employee and management
relationships

Perception can have a significant impact on employee-manager relationships. For

example, if an employee perceives their manager to be unfair, they are less likely to be
motivated and productive. Managers can improve employee-manager relationships by
being aware of their own biases and by communicating openly and honestly with their
employees.

1.2.3. Character

Character is a complex concept that refers to a person's moral and ethical values. It is also
influenced by our experiences, beliefs, and values. Character is important for productive
managerial relationships because it affects how we interact with others.

1.2.4. The value and significance of personality in managing and workforce

relationships

Personality can also have a significant impact on managing and workforce relationships.
For example, managers who are extroverted are more likely to be able to build rapport

SPD LALITHYA OB Unit 20 7

with their employees, while managers who are introverted are more likely to be able to
focus on tasks and get things done. Managers can improve managing and workforce
relationships by understanding their own personality traits and by adapting their
leadership style accordingly.

1.3. Personal viewpoints, characteristics, and qualities to impact and

enhance management relationships

Personal viewpoints, characteristics, and qualities can have a significant impact on

management relationships. For example, managers who are open-minded and willing to
consider different perspectives are more likely to be able to build effective relationships
with their employees. Managers who are empathetic and able to understand the needs of
their employees are more likely to be able to motivate and inspire them.

1.3.1. How to improve and influence managerial relationships by questioning the

author's views, perspectives, traits, and attributes

Questioning the author's views, perspectives, traits, and attributes can be a valuable tool
for improving and influencing managerial relationships. By asking questions, managers
can:

1. Gain a better understanding of the author's perspective.

2. Identify areas of agreement and disagreement.

3. Develop a more comprehensive understanding of the situation.

1.3.2. Advantages and disadvantages of the author's perspectives and personal

characteristics

Every perspective has its own advantages and disadvantages. It is important to be aware
of the advantages and disadvantages of the author's perspectives and personal
characteristics in order to interact with them effectively.

SPD LALITHYA OB Unit 20 8

2. Content and process theories of motivation to create and
maintain an effective workforce

2.1.1. Motivation
Motivation refers to the internal and external factors that drive individuals to initiate and
sustain behaviours towards achieving specific goals (psychology today, n.d.)

2.1.2. Motivational Theories

Motivational theories provide frameworks to understand and explain the psychological
processes underlying motivation. Two major categories are content theories, focusing on
what motivates people, and process theories, emphasizing how motivation occurs
(knowledge hut, n.d.)

2.1.3. Content and Process Theories of Motivation

Figure 2 Maslow Thoery of motivation (knowledge hut, n.d.)

Content theories (e.g., Maslow's Hierarchy of Needs) identify specific factors influencing
motivation, while process theories (e.g., Vroom's Expectancy Theory) explore the
cognitive processes guiding individuals in choosing and acting on different motivational
options.

SPD LALITHYA OB Unit 20 9

2.1.4. Intrinsic and Extrinsic Motivation
Intrinsic motivation comes from within, driven by personal enjoyment or interest, while
extrinsic motivation stems from external rewards or punishments. Combining both can
enhance overall motivation (sprigghr, 2020)

2.1.5. Motivational Program Including Content and Process Theories

Effective motivational programs integrate content (identifying needs and rewards) and
process (understanding the cognitive mechanisms) theories. For instance, a program
might incorporate Maslow's hierarchy to identify needs and Vroom's expectancy theory to
align rewards with performance (papertyari, 2023)

2.1.6. How Motivational Programs Enhance and Maintain Effective Workforce

Motivational programs contribute to workforce effectiveness by aligning individual and
organizational goals, fostering a positive work environment, and providing incentives that
resonate with employees' needs and aspirations. This alignment enhances job satisfaction,
engagement, and overall productivity (aspiretraining team, 2023)

2.2. The extent that employee motivation can be enhanced and

maintained by the practical application of content and process theories
of motivation

2.2.1. Importance of Motivation in the Workplace

Motivation in the workplace is crucial for several reasons. Firstly, motivated employees
are more likely to be engaged and committed to their work, leading to increased
productivity. Secondly, motivation fosters a positive work environment, contributing to
higher job satisfaction and employee retention. Thirdly, motivated individuals tend to be
more innovative and proactive, driving organizational growth and adaptability in a
dynamic business landscape.

2.2.2. Improving Motivation with Content and Process Theories in Organizational

Context
Applying content theories (e.g., Maslow's Hierarchy of Needs) helps identify specific
factors that drive individual motivation, such as recognition, growth opportunities, or a

SPD LALITHYA OB Unit 20 10

sense of belonging. Simultaneously, process theories (e.g., Expectancy Theory) aid in
understanding how employees make choices regarding their efforts and performance,
allowing organizations to align rewards with individual goals. Combining these theories
enables a comprehensive approach to motivation, addressing both what motivates
individuals and how motivation can be effectively sustained.

2.2.3. Positive Impacts of Motivational Programs on the Organization

Implementing effective motivational programs yields numerous positive impacts on an
organization. Improved employee morale and job satisfaction lead to higher retention
rates, reducing recruitment and training costs. Increased productivity and innovation
contribute to enhanced overall organizational performance. Furthermore, a positive work
culture generated by motivational programs fosters teamwork and collaboration, creating
a resilient and adaptable workforce capable of meeting evolving challenges.

2.3. Personal Perspectives, Traits, and Attributes for Enhancing

Employee Motivation and Creating an Effective Workforce
To enhance employee motivation and create an effective workforce, individuals in
leadership or management roles should possess certain traits and attributes. These include
strong communication skills to articulate a compelling vision, empathy to understand
individual needs and concerns, adaptability to respond to changing circumstances, and a
proactive approach to problem-solving. Additionally, a commitment to fostering a
positive and inclusive work environment, recognizing and rewarding achievements, and
providing opportunities for professional and personal development are key components of
effective leadership in driving employee motivation and organizational success.

2.3.1. Modifying the author's own viewpoints, characteristics, and traits in order to
fit the role of graduate trainee store manager
Graduate trainee store managers must be able to adapt their personal viewpoints,
characteristics, and traits to effectively manage their stores. This may involve:

Adjusting their leadership style to suit the needs of their team and the store culture.

Developing a strong understanding of the company's values and goals and aligning their
own actions accordingly.

Being able to make quick decisions and take action in a timely manner.

SPD LALITHYA OB Unit 20 11

Being able to build relationships with their team, customers, and other stakeholders.

Being able to handle difficult situations calmly and professionally.

2.3.2. How changing viewpoints, character traits, and other characteristics affects
worker motivation and results in an efficient workforce
When employees are able to modify their own viewpoints, characteristics, and traits to
align with the goals of the organization, it can have a positive impact on their motivation
and efficiency. This is because it can help them to:

Feel more connected to their work and feel like they are making a valuable contribution.

Be more confident in their abilities and be more willing to take risks.

Be more open to feedback and change.

Be more collaborative and work well with others.

Be more resilient in the face of challenges.

As a result, organizations that encourage their employees to modify their viewpoints and
characteristics can experience increased productivity, innovation, and customer satisftion.

Section A - Presentation.
Master Class 3

A group team activity for a given business situation to demonstrate effective team skills.

SPD LALITHYA OB Unit 20 12

In this presentation, we will discuss a group team activity for a given business situation to
demonstrate effective team skills. We will cover the following topics:

SPD LALITHYA OB Unit 20 13

(your.yale.edu, n.d.)

SPD LALITHYA OB Unit 20 14

Effective teams are made up of individuals who have strong communication, problem-
solving, decision-making, adaptability, leadership, trust, and respect skills.

(herzing, n.d.)

Group team activities can be a fun and effective way to help teams develop their skills.
These activities can be used to help teams learn to communicate effectively, solve
problems collaboratively, make decisions quickly, and adapt to change.

SPD LALITHYA OB Unit 20 15

It is important to assess team effectiveness on a regular basis. This will help to identify
areas where the team can improve and ensure that the team is working together
effectively to achieve its goals.

(mindtools, n.d.)

SPD LALITHYA OB Unit 20 16

SPD LALITHYA OB Unit 20 17
Thank you for listening to my presentation on group team activities for a given business
situation to demonstrate effective team skills. I hope you found this presentation
informative and helpful.

Section B – Academic Poster

4 How to use politics, culture, and power to shape employee behaviour and achieve
organizational objectives.

Politics, Culture and Power

The intricate interplay of politics, culture, and power within an organization significantly
impacts employee behaviour and organizational outcomes. Understanding and effectively
navigating these dynamics is crucial for organizational leaders to shape employee
behaviour towards achieving organizational objectives. (studycorgi, n.d.)

Politics as a Shaping Force

SPD LALITHYA OB Unit 20 18

Organizational politics refers to the informal processes and behaviors individuals and
groups engage in to influence decisions, gain resources, and advance their interests.
While often viewed negatively, politics can be a positive force for change when used
ethically. Leaders can leverage political savvy to:

Foster innovation and creativity by encouraging open communication, diverse

perspectives, and healthy competition among employees.

Promote collaboration and teamwork by building trust, establishing clear communication

channels, and rewarding collective achievements.

Manage conflict constructively by addressing issues promptly, facilitating open dialogue,

and seeking mutually beneficial solutions. (Arco, 2021)

Culture as a Guiding Compass

Organizational culture encompasses the shared values, beliefs, norms, and behaviours that
shape the organization's identity and influence employee actions. A strong, positive
culture can:

SPD LALITHYA OB Unit 20 19

Enhance employee engagement by creating a sense of belonging, purpose, and shared
values.

Increase employee motivation by fostering a supportive environment that recognizes and

rewards contributions.

Promote organizational agility by enabling employees to adapt to change, embrace

innovation, and make quick decisions.

Leaders can cultivate a strong culture by:

Articulating clear values and aligning them with organizational goals.

Empowering employees to participate in decision-making processes.

Recognizing and rewarding employees who embody the desired cultural attributes.

Power as a Mechanism for Influence

Power refers to the ability to influence others' behavior and achieve desired outcomes.
Effective leaders utilize power responsibly to:

Direct and coordinate employee efforts by providing clear direction, setting expectations,
and aligning individual goals with organizational objectives.

Empower employees to make decisions by delegating authority, providing resources, and

fostering a culture of trust and accountability.

Manage and resolve conflicts by mediating disagreements, fostering open

communication, and finding mutually beneficial solutions.

(hummingbee works, n.d.)

4.1 Influence of Politics on Employee Behaviour and Accomplishment of

Organizational Goals
Organizational politics refers to the use of power and influence to achieve one's goals
within an organization. While some level of politics is inevitable in any organization,
excessive or destructive politics can have a negative impact on employee behaviour and
organizational goals.

SPD LALITHYA OB Unit 20 20

Negative effects of organizational politics on employee behaviour:

Reduced motivation and engagement

Increased stress and anxiety

Decreased trust and cooperation

Increased turnover

Negative effects of organizational politics on organizational goals:

Poor decision-making

Conflict and inefficiency

Missed opportunities

Damaged reputation (hrmars, n.d.)

4.2 Influence of Organizational Culture on Employee Behaviour and

Accomplishment of Organizational Goals
Organizational culture is the shared values, beliefs, and norms that shape an
organization's behaviour. A strong positive organizational culture can have a number of
benefits for employee behaviour and organizational goals, including:

Increased employee engagement and motivation

Improved communication and collaboration

Reduced turnover

Increased innovation and creativity

4.3 Evaluation of the Influence of Operation of Power, Politics, and

Culture in an Organization
The interplay of power, politics, and culture can have a significant impact on the
effectiveness of an organization. When these forces are aligned, they can create a positive
and productive work environment. However, when they are misaligned, they can lead to
conflict, inefficiency, and a lack of accountability.

SPD LALITHYA OB Unit 20 21

Key factors to consider when evaluating the influence of power, politics, and culture in an
organization:

The distribution of power within the organization

The level of trust and transparency

The degree to which the organization's values are aligned with its behaviour.

The effectiveness of communication and conflict resolution processes (Lucas, 2022)

4.4 Advantages and Disadvantages of Influence of Power, Politics, and

Culture in an Organization
Advantages:

Power can be used to motivate and direct employees

Politics can help to build relationships and alliances

Culture can create a sense of identity and belonging

Disadvantages:

Power can be abused

Politics can lead to conflict and division

Culture can be resistant to change

Overall, the influence of power, politics, and culture in an organization is complex and
multifaceted. When managed effectively, these forces can be a powerful tool for
achieving organizational goals. However, when left unchecked, they can lead to negative
consequences. (zeepedia, n.d.)

5.Conclusion

SPD LALITHYA OB Unit 20 22

 Key Point Summary

Self-learning is essential The Master Class Sessions helped the author

for personal and identify their strengths and weaknesses and
professional growth. develop strategies for improvement.

The author learned about the importance of

Teamwork is important for
teamwork and how to work effectively with
success in the workplace.
others.

Employee motivation is
The author learned how to motivate employees
crucial for achieving
and keep them engaged in their work.
organizational goals.

A high-performance The author must create a high-performance

culture is necessary for culture in order to be successful as a store
organizational success. manager.

Effective management of The author must effectively manage

organizational power and organizational power and politics
politics is essential. in order to be successful as a store manager.

Table 1 Conclusion

The author participated in the Master Class Sessions, which helped them transition from a
graduate to a trainee store manager. Self-learning was a key aspect of the program, as it
allowed the author to identify their strengths and weaknesses and develop strategies for
improvement. The author also learned about the importance of teamwork and employee
motivation. In order to be successful as a store manager, the author must create a high-
performance culture and effectively manage organizational power and politics

SPD LALITHYA OB Unit 20 23

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SPD LALITHYA OB Unit 20 26