ASSIGNMENT 2

COURSE CODE: BUS195

STUDENT NAME: BHAVISHYA SHARMA

STUDENT ID: A00198117

SUBMISSION DATE: APRIL 3, 11:59 PM

Answer 1
One of the most memorable experiences in university was when I totally misunderstood a team
member, Sarah. She was almost never contributing ideas in group project meetings and tended to
submit assignments at the last minute. I thought that she was either not interested or not
committed. But, after a candid discussion, I learned that Sarah had been overwhelmed by the
dominant personalities within our team. She liked to work on her own so that her inputs were
carefully researched and accurate. I learned the lesson not to jump to conclusions based on first
impressions from this experience.
The perceptual mistakes I made were the halo effect, where I let my first impression of Sarah
taint my overall judgment of her work ethic and abilities. I also made the fundamental attribution
error by attributing her behavior to internal causes (lack of motivation) instead of looking at
external causes (group dynamics, personal situations) (Jones & Davis, 1965). In addition, I
practiced selective perception by paying attention to the facts that supported my initial prejudice
(late work, quietness during meetings) while excluding opposing facts (quality of work)
(Robbins & Judge, 2018).

Answer 2
To get the most motivation, it's important that partners identify a company that fits with their
individual strengths and preferences. For example, Colleen would flourish in a results-oriented
setting where she can establish high targets and get consistent feedback. In this way, she can
observe tangible outcomes and experience a sense of satisfaction. Eugene, in contrast, would
flourish in a position where he can direct and inspire others, possibly within a fast-paced
marketing firm. Meanwhile, Max would find his groove in a social enterprise that emphasizes
teamwork and building strong relationships—this would allow him to connect with others on a
deeper level.
Eugene (Power): Eugene would be driven by a company that enables him to have an impact on
others, exercise power, and vie for resources. A political campaign marketing agency would be a
suitable option. He can be the CEO, sales manager, or business development head, where he can
have an impact on decisions and manage resources.
Max (Affiliation): Max would be most inspired by a company that encourages close
relationships, teamwork, and the ability to connect with people. A social enterprise that deals
with community development or a wellness center would suit him. He can work on human
resources, customer relations, or team building, where he can establish and maintain good
relationships with employees and customers.
Case Study
The source of the conflict at Innovate Solutions is poor leadership, lack of recognition for
employees, and few growth opportunities. Prioritizing short-term profits has, in the process,
created a work culture where employees feel underappreciated and neglected. This has resulted
in sagging morale and motivation, culminating in high turnover rates. Additionally, the lack of
opportunities for growth has made employees feel stagnant and unfulfilled, further fueling their
discontent. It's apparent that these matters need to be addressed in order to reverse things.

Question 3
Underlying the trouble at Innovate Solutions are concerns regarding poor leadership, lack of
proper employee appreciation, and dearth of development opportunities. Management's
aggressive pursuit of short-term returns has created an environment in which employees feel
valued less and taken for granted. Consequently, motivation and morale have hit rock-bottom,
and with it, high turnover rates have become the norm. Also contributing to employees'
dissatisfaction is the absence of prospects for professional advancement, leaving employees
feeling stuck and unfulfilled.
Question 4
To make a change, Innovate Solutions must go in a multi-faceted direction. In the first place,
they need to invest in leadership development in order to arm managers with the competencies to
engage and inspire their teams effectively. Instituting an employee reward program would also
be important because it would assure employees that their work is appreciated. Moreover,
providing training opportunities and career paths would enable employees to develop
professionally and feel more satisfied. Promoting open communication and employee well-being
would further improve the working environment, making it more inclusive and supportive
Create a culture of open communication: Get employees to communicate openly with
management regarding their ideas, concerns, and feedback, and treat their input seriously.
Prioritize employee well-being: Implement employee well-being support programs such as
flexible work arrangements, wellness programs, and employee assistance programs.
Question 5
Building cultural intelligence (CQ) is crucial for leaders at Innovate Solutions to overcome the
challenges they encounter. High-CQ leaders are able to understand the various needs of their
employees, modify their leadership style to motivate and engage them more effectively, and
create an inclusive workplace culture where all individuals feel valued and respected. They can
even solve conflicts that occur due to differences in cultures with justice and tact, finally forming
good relationships with their team members by showing empathy and insight

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.

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