Assignment Structure Guidelines

Unit 04: Management and Leadership

The Assignment should be written in a concise, formal business style maintaining;
 Font –Calibri
 Font Size – 12
 Margin space – Standard (Default)
 Line spacing - 1.5
 Headings – Bold (Font size can be increased for headings and sub-headings)
 All material should be properly referenced using a Harvard Referencing Style, including
detailed and all critical in-text citations (within the solution) & Bibliography (at the end).
 You must ensure that the submitted assignment is all your own work and that all sources
used are correctly attributed.
 Penalties apply to assignments which show evidence of academic unfair practice
(Plagiarism or Collusion).

TASK 1 (Case study report of 2000-2500 words)

 Briefly explain the scenario that you’re hired as a Trainee Executive Search Consultant at an
executive search company (Rozee.pk, Indeed.pk, any other of your choice) and this case study
report is a part of you on boarding training to understand leadership and management better.
Thus, you’ve chosen ‘ABC’ organization for the study.
 You may choose any large organization preferably a known multinational for which data is
easily available online.

Executive Summary (Not included in Word count)

TABLE OF CONTENTS (properly created)
Assessment criteria for Task 1:Consider these while following the heading given in
outline:
 Discuss different theories of leadership in relation to the management activities in
different organisations
 Explore different theories of management I n relation to the management and leadership
activities in different organisations
• Analyse the impact of the application of leadership and management theories on the
effectiveness of a large organization
• Critically evaluate the impact of different approaches to leadership and management.
• Assess different leadership and management styles and their application in a range of
business situations in different organisations.
• Examine the factors that influence the development of the culture in organisationsCompare
the impact of leadership and management styles on decision-making in different
organisations.
 • Evaluate the importance of organisational culture on the performance of different
organisations.

Task 1 Case study Report

Introduction (150-200 words): Background on chosen company and its leadership/management.

Leadership & Management (200-350 words): Definitions, role differentiation, comparison of

practices across three companies.

Theories (1000-1200 words): Application of 4 leadership and 4 management theories relevant to the
chosen company.

Choose any 4 leadership theories from the following

● transformational (Burns)

● transactional (Bennis, Bass)

● situational/contingency (Fiedler, Vroom and Yetton, Hersey and Blanchard)

● charismatic (Conger, Kanungo)

● emotional (Goleman’s six styles)

Choose 4 managmenet theories from the following:

 Classical theorists, including Administrative (Fayol) and Scientific

(Taylor).

 Management as a function of organisations (Handy).

 Modern management theorists, e.g. Porter, Kotler and Handy.

Leadership Styles (300-400 words): Explanation and comparison of chosen company’s leadership
style with two other companies.

Choose any 2 Leadership styles from the following:

 Tannenbaum and Schmidt’s

 Continuum of Leadership Styles,
 Linkert’s Systems 1–4, and
 McGregor’s Theory X/Theory Y

Culture & Leadership (300-500 words): Apply one culture theory and discuss cultural importance
and management’s role; compare with two other organizations.
 Choose cultural theories from the following:
● Four types, Power, Role, Task, Person (Handy)

● Tough-Guy Macho, work hard/play hard, bet-your-company,

Process (Deal and Kennedy).

Recommendations (200-300 words): Suggest Improvements based on other companies’ practices.

Assessment criteria for Task 2:Consider these while following the heading given in outline:

• Produce a motivational strategy for an organisation that supports optimal achievement

of organisational objectives.
• Produce a detailed motivational strategy for an organisation that addresses intrinsic
and extrinsic motivation.
• Produce a comprehensive motivational strategy that effectively addresses all variables
of motivation to enhance organisational performance.
• Apply appropriate leadership and management approaches for managing performance
and continuous improvement to a range of business situations.
• Assess how leadership and management approaches for managing performance
support continuous improvement.
• Make recommendations to improve performance management that will ensure
continuous improvement.

Task 2 part 1

Motivational Strategy (1500-2000 Words)

Individual Report on Motivational strategy

 Introduction: Brief on chosen client organization.

 Main Body: Motivation Importance: Intrinsic and extrinsic motivation;
 Theories: Apply 2 content theory and 2 process theory for motivation.

Theories of motivation:

Content theories, including Maslow, Herzberg, McClelland and

application to different work situations.
 Process theories, including Expectancy theory (Vroom), Equity theory
(Adams) and Goal Theory (Locke) and application to different work
situations.
Briefly explain Impacts of motivation on organisational performance:
Implications for improved job satisfaction, performance and
productivity, including different variables, e.g. social, cultural
organisational and environmental.

.
Strategies for Motivation: Financial and non-financial strategies, e.g. to recognise
and reward performance, encourage collaborative team working, to embed
praise and frequent feedback to individuals and encourage creativity and
innovation. Different strategies for addressing and managing unsuccessful
performance and demotivated employees.Elements of a comprehensive
strategy e.g. providing a range of incentives to meet different personalities,
creating positive reinforcement and equality
 Conclusion & Recommendations: Impact on objectives, performance enhancement, role of
management in motivation at workplace.
 Reflective Paragraph (200 words): Personal reflection on presentation preparation and pair
experience.

Presentation in pair on Motivational strategy and performance management (500-800 Words)

Format: 15 minutes, 12 slides max (excluding intro/references).

Content: Intro to motivational theories, motivational strategy, assessment of leadership's role, and
improvement recommendations.

Speaker Notes: Each member adds notes for their slides.

Task 2 part 2

Apply to a range of given

business situations,
appropriate leadership
and management
approaches for managing
performance and continuous improvement.

Business Scenarios
You can choose any 4 of the following six scenarios. You will also share feedback and
evaluate your performance, a written performance review that makes
recommendations to ensure continuous improvement based on your reflection.
You have to write a report on 4 of the following scenarios of your choice after discussing them
with your partner.
1.Your team has a regular 'problem' customer that they are actively avoiding.
Unfortunately, you have received a complaint from the customer about the way one of
your team members handled their latest request when they came into the store. Your role
is to decide on an initial tactic to deal with this complaint and gain team members’
support in devising a team strategy for dealing with this type of customer.
2.One of your team members shows values inconsistent with company culture (e.g. shows a
lack of transparency, overpromises on deliveries, stirs up drama with colleagues). They are
relatively new, but already showing signs of being quite a negative influence within the
team. They were out of work for a year before starting this job and seem to be finding it
difficult to adjust to employment and meeting the company’s expectations around
behaviour and attitude. You suspect one of the apprentices who works in the team is also
being influenced by the negativity of the new team member, with whom they spend their
whole working day. Your role is to decide on how best to move forward and how issues the
discussion raises will be handled.
3.You chair weekly team meetings. You are concerned because the meetings do not seem
to be very productive – a lot of time is spent discussing administrative details and/or
problems with processes. Your brief is to decide your next meeting, when you want to
address this with the team. How will you approach it?
4.Your team is exceeding sales targets and members work well together. Recognising their
abilities, you feel they can now work more on their own. You have begun to redirect
your energies to other projects and teams, and they have continued to work effectively.
You must now ask them to accept additional tasks and responsibilities. Your task is to
delegate and empower the team at the same time.
5.An employee who is brand new to the company joins your sales team. This person is
enthusiastic, willing to help and keen to progress. Their working style is very organised,
and you can consistently rely on them to deliver within timescales. However, you have
noticed that their enthusiasm and the speed of their work is sometimes at the expense
of detail and providing exemplary customer care. They do not always explore multiple
sales options, upselling products and services before deciding on a course of action, and
they sometimes make errors. This has led to you feeling you need to observe their work
yourself (at short notice) to ensure it is of a high enough quality. Your role is to tackle
these areas for development without dampening the staff member’s enthusiasm and
ability to deliver.
6.The company has recently introduced a new Health and Safety policy you feel is not in
the best interests of customers or the business. However, it has been made very clear
that the policy is fully endorsed by senior managers, and you will be responsible for
ensuring it is implemented by your team. After a few weeks, team members tell you the
policy is causing complaints from customers and taking up a lot of their time, and that
they do not understand

Relate with each scenario by considering the following performance

management points:

 purpose of performance management to improve

individual and team performance.
 Different approaches, e.g. annual appraisal versus continuous
performance management, including weekly check-ins/ on-the-job
conversations.
 Qualitative and quantitative measures of effectiveness:
 Qualitative measures, e.g. satisfaction rates, motivation
levels, success of training and development, attitude.
 Quantitative measure, to include incidence of sickness,
absenteeism, accidents at work, timekeeping, meeting
deadlines, accuracy of work carried out, wastage, output,
productivity.

Methods of rewarding good performance (relate with each selected scenario):

 The financial and non-financial methods available to the organisation.

 The influence of variables, including size, location,
competitiveness of the organisation on the reward
methods available.
 The influence of leadership and management approaches on
rewarding good performance.

 Other Performance Management Approaches: E.g., MBO, 360-degree feedback

 Continuous performance improvement by Kaizen.

Assess how leadership and management approaches for managing performance

support continuous improvement.

Make recommendations to improve performance management that will ensure

continuous improvement.
*Write a short feedback and performance review that makes recommendations to ensure
continuous improvement based on your reflection.