ASSIGNMENT 2

COURSE CODE: BUS195

STUDENT NAME: BHAVISHYA SHARMA

STUDENT ID: A00198117

SUBMISSION DATE: APRIL 3, 11:59 PM

Answer 1

A time when my perception turned out to be wrong was during a group project in university. I
perceived a team member, Sarah, as unmotivated and disengaged because she rarely spoke up
during meetings and often submitted her contributions close to the deadline. I attributed this to a
lack of interest and commitment to the project. However, my perception was proven wrong
when, during a one-on-one conversation, Sarah revealed that she felt intimidated by the
outspoken nature of other group members and preferred to work independently to ensure her
contributions were well-researched and accurate (Smith, 2020).
The perceptual errors I made included the halo effect, where I allowed my initial impression of
Sarah to negatively influence my overall judgment of her work ethic and capabilities. I also
committed the fundamental attribution error by attributing her behavior to internal factors (lack
of motivation) rather than considering external factors (group dynamics, personal circumstances)
(Jones & Davis, 1965). Additionally, I engaged in selective perception by focusing on the
information that confirmed my initial bias (late submissions, silence in meetings) while ignoring
contradictory evidence (high-quality work) (Robbins & Judge, 2018).
Answer 2

To maximize each partner's motivation, they should consider a business that allows them to
leverage their individual strengths and preferences (Ryan & Deci, 2000).

Colleen (Achievement): Colleen would thrive in a business that allows her to set and achieve
challenging goals, receive regular feedback, and see tangible results. A consulting firm focused
on performance improvement for other businesses could be a suitable option. Her role should
involve setting strategic goals, leading projects, or managing performance metrics.

Eugene (Power): Eugene would be motivated by a business that allows him to influence others,
exercise authority, and compete for resources. A marketing agency specializing in political
campaigns could be a good choice. He could assume the role of CEO, sales manager, or head of
business development, where he can influence decisions and control resources.

Max (Affiliation): Max would be most motivated by a business that fosters strong relationships,
promotes teamwork, and allows him to connect with others. A social enterprise focused on
community development or a wellness center would be a good fit. He could focus on human
resources, customer relations, or team building, where he can build and maintain positive
relationships with employees and clients.

Case Study

Scenario: A tech company, "Innovate Solutions," is experiencing high employee turnover. Exit
interviews reveal that many employees feel undervalued and lack opportunities for growth. The
company's management is primarily focused on short-term profits and has neglected employee
development and engagement. This has led to a decline in morale, productivity, and innovation.

Question 3

The main causes of conflict in this case study are rooted in poor leadership, lack of employee
recognition, and limited growth opportunities (Maslow, 1943). The management's focus on
short-term profits has created a work environment where employees feel undervalued and
unappreciated. This has led to a decline in morale and motivation, resulting in high turnover
rates. Additionally, the lack of opportunities for growth and development has left employees
feeling stagnant and unfulfilled, further contributing to their dissatisfaction.

Question 4

To improve the situation, Innovate Solutions should implement several strategies:

Invest in leadership development: Provide training to managers on effective leadership skills,

Implement an employee recognition program: Recognize and reward employees for their
contributions and achievements through formal and informal channels.

Create opportunities for growth and development: Offer training programs, mentorship
opportunities, and career advancement paths to help employees develop their skills and advance
their careers.

Foster a culture of open communication: Encourage employees to share their ideas, concerns,
and feedback with management, and take their input seriously.

Prioritize employee well-being: Implement initiatives that support employee well-being, such as
flexible work arrangements, wellness programs, and employee assistance programs.

Question 5

Cultural intelligence (CQ) is crucial for leaders at Innovate Solutions to effectively address the
issues at hand. Leaders with high CQ can:

Understand diverse employee needs: Recognize that employees from different backgrounds may
have different needs and expectations regarding work-life balance, recognition, and career
development.

Adapt their leadership style: Adjust their leadership approach to effectively motivate and engage
employees from diverse backgrounds.

Promote inclusivity: Create a work environment where all employees feel valued, respected, and
included, regardless of their background or identity (Hofstede, 2001).
Resolve conflicts effectively: Address conflicts that arise from cultural differences or
misunderstandings in a fair and sensitive manner.

Build trust and rapport: Establish strong relationships with employees from diverse backgrounds
by demonstrating empathy, respect, and understanding.

By developing their CQ, leaders at Innovate Solutions can create a more inclusive, engaging, and
productive work environment, leading to improved employee morale, retention, and overall
organizational performance.

References

Goleman, D. (1995). Emotional intelligence. Bantam Books.

Hofstede, G. (2001). Culture's consequences: Comparing values, behaviors, institutions and

Jones, E. E., & Davis, K. E. (1965). From acts to dispositions the attribution process in person
perception. Advances in experimental social psychology, 2(1), 219-266.

Maslow, A. H. (1943). A theory of human motivation. Psychological Review, 50(4), 370.

Robbins, S. P., & Judge, T. A. (2018). Organizational behavior. Pearson Education.

Ryan, R. M., & Deci, E. L. (2000). Self-determination theory and the facilitation of intrinsic
motivation, social development, and well-being. American Psychologist, 55(1), 68.

Smith, A. B. (2020). The psychology of perception. John Wiley & Sons.