HEWLETT PACKARD & ZICO COMPUTERS
Assignment Brief (RQF)
Higher National Certificate/Diploma in Business Management.
|Student Name/ID Number:|
|Unit Number and Title:Unit 12 –Organisational Behaviour|
|Unit Assessor:CHUKWUEMEKA EZIEFULA|
|Assignment Title:HEWLETT PACKARD & ZICO COMPUTERS|
|Issue Date: April 26, 2021|
|Submission Date: Week 4: First Formative Submission Week 8: Second Formative submission Week12: Final Submissions|
|Internal Verifier Name:SujataOmwenga|
|The submission is in the form of an individual written essays. This should be written in a concise, academic style using single spacing and font size 12. 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. Please also provide a bibliography using the Harvard referencing system. The indicative word count is 4500-5000 words, although you will not be penalised for exceeding the total word limit.|
|Unit Learning Outcomes:|
|LO1:Analyze the influence of culture, politics and power on the behaviour of others in an organizational context. LO2: Evaluate how to motivate individuals and teams to achieve a goal. LO3: Demonstrate an understanding of how to co-operate effectively with others. LO4: Apply concepts and philosophies of organizational behavior to a given business situation|
|Assignment Brief and Guidance:|
| Case Study 1 |
Hewlett- Packard (H-P) is famous for being an ethical, quality-focused organisation that is driven to innovate. Its success has been guided by a set of core ideology and principles put in place several years ago by founders William Hewlett and David Packard. In a moment of introspective reflection Bill Hewlett wrote in 1990: as I look back on my life’s work, I’m probably most proud of having helped create a company that by virtue of its values, practices, and success has had a tremendous impact on the way companies are managed around the world. In addition, I am particularly proud I am leaving behind an ongoing organisation that I can live on as a role model long after I’m gone.’ What sets H-P apart from most not so visionary companies is the collective focus on building an organisation first and foremost that would sustain innovation and an environment conducive to the creation of great products. Products and profits are a function of the commitment to make technical contributions to the field in which the company participates, to build respect and opportunity for H-P employees, and to contribute to the communities in which the company operates. These are some of the ideological values that are fundamental to H-P’s way of doing business. They are articulated and lived in an organisational culture code of conduct long known as the H-P’s Way, which Dave Packard summarise in a post-retirement retrospective: 1. Put profits into perspective. Maintain balance between short-term profits and the need to invest for long-term strength and growth. 2. Act only when you can make a contribute. Expand and diversify only when you can build on strengths and have the capacity to make a contribution. 3. Put customers first. Every person should think continually about how their activities relate to services our customers. 4. Commit the business to quality. From the start we had more reasonthan most to emphasise quality, as customers relied on the accuracy of our measurement instruments. 5. Have trust in people. Pick the most capable people for each assignment, then keep them enthusiastic about what they are doing. 6. Keep the organisation flexible. Even widely decentralised companies should be alert to signs of cumbersome bureaucracy, the same liability that drags down centralised organisation. 7. Keep the doors open. People using the open door must never be subjected to reprisal or other consequences. 8. Manage by objectives. Overall goals are clearly stated and agreed to, and people are given the flexibility to work toward those goals in ways they determine are best. Activity 1 Critically analyse how H-P’s organisationalculture, politics and power can influence individual and team behaviour and performance. Critically evaluate how to influence the behaviour of others through the effective application of content theories such as Maslow or Herzberg,process theory such as Vroomand motivational techniques of Behavioural psychology such as emotional intelligence and ,and Reinforcement theoryto enable effective achievement of goals at H-P. You should support your points with practical examples from H-P. Critically evaluate the relationship between culture, politics, power and motivation that enables teams in H-P to succeed. You should provide justified recommendations.
Case Study 2
Zico Computers is a manufacturer and supplier of computers and computer software.
The company employs, 34,000 staff working from 70 offices around the world, manufacturing Computers and Software’s and working with customers to implement and enhance their business. Its diverse workers are very skilful and productive. In each office there are informal groups comprising of people from the same ethnic or social backgrounds who socialise and support each other in different ways.
All projects are implemented by staff from several sites working as virtual teams, in the sense that they are responsible for collective product but work in separate places. Most of the team members support each other with their skills and ideas. However, occasionally conflicts arise among staff due to poor coordination of their activities. Also, when they are exhausted or have inadequate resources to work with, conflicts can arise. Team leaders have been given training on how to manage conflicts and make teams effective.
In your capacity as a business consultant, with the information of ZICO above and your own research, provide a report which covers the following:_
- Explain what makes an effective team as opposed to an ineffective team in application to ZICO. In doing so, analyse the role of team development models (Tuckman’s Team Development Model and the Nine Belbin Team Roles) to support the development of dynamic cooperation in ZICO.
- Apply and evaluate concepts and philosophies of organisational behaviour; namely Path-goal theory, Social Capital theory to ZICO. Explain how or in which way these two theories can inform and influence behaviours to improve performance and productivity in ZICO: in a both positive and negative way in ZICO
- Critically analyse and evaluate the relevance of Tuckman’s Team Development model and the Nine Belbin team Rolesin context of organisational behaviour concepts and philosophies that influence behaviours in ZICO
|Learning Outcomes and Assessment Criteria|
|.LO1 – Analyse the influence of culture, politics and power on the behaviour of others in an organisational context||P1 – Analyse how an organisation’s culture, politics and power influence individual and team behaviour and performance.||M1 – Critically analyse how the culture, politics and power of an organisation can influence individual and team behaviour and performance||LO1 & LO2 D1 – Critically evaluate the relationship between culture, politics, power and motivation that enables teams and organisations to succeed providing justified recommendations.|
|LO2 –Evaluate how to motivate individuals and teams to achieve a goal.||P2– Evaluate how content and process theories of motivation and motivational techniques enable effective achievement of goals in an organisational context||M2 –Critically evaluate how to influence the behaviour of others through the effective application of behavioural motivational theories, concepts and models.|
|LO3 – Demonstrate an understanding of how to cooperate effectively with others.||P3 – Explain what makes an effective team as opposed to an ineffective team.||M3 – Analyse relevant team and group development theories to support the development of dynamic cooperation.||LO3 & LO4 D2 – Critically analyse and evaluate the relevance of team development theories in context of organisational behaviour concepts and philosophies that influence behaviour in the work place.|
|LO4 – Apply concepts and philosophies of organisational behaviour to a given business situation.||P4 – Apply concepts and philosophies of organisational behaviour within an organisational context and a given business situation.||M4 – Explore and evaluate how concepts and philosophies of OB inform and influence behaviour in both a positive and negative way|
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- JOHNSON G. et al (2011) Fundamentals of Strategy. 2nd Ed. Financial Times/Prentice Hall.
- KIM, W. C. and MAUBORGNE, R. (2015) Blue Ocean Strategy. Expanded Ed. Boston: Harvard Business Review Press.
- ROTHAERMEL, F. (2014) Strategic Management. 2nd Ed. Maidenhead: McGraw-Hill