Workplace Diversity and University Enhancement

This assignment delves into the significance of workplace diversity within a university setting. Students are tasked with researching and analyzing how diversity enriches the workforce, enhances productivity, and fosters a sense of community. The assignment requires students to engage in research, critical thinking, and communication skills to present their findings in a well-structured report. It emphasizes the importance of understanding diverse perspectives and cultures within an academic environment.

BMO1102 Management & Organisation Behaviour
Assessment 3 Group Assignment
Manager Interview and Report
Group members: Manila (4560676)
Sajeeta Lama (4584317)
Miroj Man Singh (4584377)
Rabina Ale (4583396)
Seminar Leader:
Seminar time:
Organisation studied: Victoria University
Manager interviewed:

Executive Summary
Behavior is an important aspect in terms of reflecting the kind of person an
individual is. In terms of workplace, behaviour is important in terms of expressing
professionalism in the right sense. This behaviour is applicable for all of the personnel in
a company or organization, especially the managers. This is because; they are the
persons, entrusted with the responsibility to manage the performance of the tasks.
Theoretical considerations prove beneficial in this direction in terms of enlivening the
knowledge, skills, capabilities and expertise of the managers regarding the exposure of
appropriate behaviour in the workplace.
The purpose of the report was to highlight the selfish mentality of the managers
regarding grabbing the hot seat in the competitive ambience. However, the excerpts of
the interview with the manager of Victoria University provide a new perspective and
weightage to the aspect of organizational behaviour in management. Theoretical
analysis of the responses provided by the manager validates the facts proposed about
the subject matter of the report.
The actions of planning, organizing, leading and controlling are important
components for the efficient execution of the business activities. Organizing the works
according to their priority helps the managers to complete them according to their
deadlines. Consciousness towards this makes leaders out of the managers. Maintaining
this cycle is important in terms of ensuring the betterment of the companies and
organizations like the Victorian University. Innovation in planning possesses flexibility
for the achievement of large scale customer satisfaction. Rationality in innovation
enhances the personality of the managers.

Table of contents
BMO1102 Management & Organisation Behaviour 1
Assessment 3 Group Assignment....................................................................................1
Manager Interview and Report.........................................................................................1
Executive Summary......................................................................................................... 2
Table of contents..............................................................................................................3
1. Introduction.................................................................................................................. 4
1.1 Purpose of the report.............................................................................................. 4
1.2 Insight into the organization....................................................................................4
1.3 Outline of the report................................................................................................ 5
2. Planning....................................................................................................................... 5
2.1 Theory..................................................................................................................... 6
2.2 Findings...................................................................................................................6
2.3 Analysis...................................................................................................................7
3. Organising....................................................................................................................8
3.1 Theory..................................................................................................................... 8
3.2 Findings...................................................................................................................9
3.3 Analysis.................................................................................................................10
4.2 Findings.................................................................................................................11
4.3 Analysis.................................................................................................................11
5. Controlling.................................................................................................................. 12

5.2 Findings.................................................................................................................13
5.3 Analysis.................................................................................................................14
6. Conclusion................................................................................................................. 14
Reference List................................................................................................................ 16
Appendix 1 Interview Questions and Responses...........................................................18
Q4: How do you deal with the conflicts with work groups?............................................18
Appendix 2 Manager Contact Details.............................................................................20
Appendix 3 Reflection on Group Skills...........................................................................21
Appendix 4..................................................................................................................... 22
TEAM MEMBERS’ CONTRIBUTION TO THE GROUP REPORT ASSIGNMENT........22

1. Introduction
1.1 Purpose of the report
Managers hold the most important position within a company or organization.
However, in the present competitive ambience of the market, it has been seen that the
managers express selfish attitude in terms of grabbing hot seat, where they are
expected to expose professional behaviour for creating positive image in the minds of
the employees and the staffs (Luthans, Luthans and Luthans 2015). Exposure of
rational behaviour enhances the personality of the managers within the workplace.
Herein lays the effectiveness of the behavioural theory, which is one of the major
highlights of the assignment. The assignment upholds the viewpoints of a manager of
Victoria University in Melbourne, Australia. Reference to the interview validates the
assumptions regarding the organizational behaviour required for managing the business
activities in a workplace.
1.2 Insight into the organization
Victoria University has achieved accolades and glory by providing quality
education to the native as well as foreign students. The university falls under the tertiary
sector. One of the greatest strengths of the university is the provision of both higher
education and Technical and Further Education (Vu.edu.au 2018). Interview responses
by one of the manager’s of Victoria University validates the assumptions and
propositions of the assignment. Their prior experience regarding the organizational
behaviour and management is the major drive behind the selection of the manager. The

manager selected for interview, is in charge of sending emails for meetings; giving and
taking appointments for the meeting.
1.3 Outline of the report
The report is divided into four parts. At the initial stage, an introduction is
provided for enhancing the clarity of the readers regarding the organizational behaviour
of the managers in Victorian University. As a sequential step, theoretical considerations
would be considered for assessing the appropriateness, effectiveness and feasibility of
the behaviour exposed by the manager in terms of planning. After this, the findings from
the responses of the manager would be placed, followed by the analysis of the
anticipated findings. The third part of the assignment consists of the theoretical analysis
of the findings from the interview excerpt. The basis of this analysis is the approach of
the manager towards making effective and prospective plans for the betterment of the
university.
The fourth part of the report attempts to provide an insight into the analysis of
theoretical perspective of the manager in terms of leadership skills, abilities and
competencies. The function of the fifth part is analysing the theories and findings of the
interview responses provided by the manager in terms of controlling and regulating the
performance of the staffs. This analysis is followed by the deducing conclusions from all
the findings. As a final touch, references are attached for validating the key points
touched in the report.
2. Planning

2.1 Theory
Theoretical consideration enlivens the concepts, ideas, thoughts and feelings
about a subject. This is applicable also for the aspect of planning. Here, the theory of
planned behaviour and theory of reasoned action prove effective. Planned
behaviour relates with the consciousness of the individuals towards making plans. Here,
focus needs to be placed on “when the individuals feels the urge for making the plans”
(Vasu et al. 2017). If the basis of making the plans is following the footsteps of others,
the developmental stages proposed by Freud attach an interrogative parameter. On the
contrary, if the urge for planning comes as an initiative towards modifying the mistakes,
it is an example of reasoned action by the personnel. Countering this, the time of
planning is not that important in comparison to the inclusion of all the aspects of
change. Most important fact here is the behaviour of the personnel towards making
prospective plans for the betterment.
If the personnel plan to bring innovation within the ways and means of executing
the allocated duties and responsibilities, it adds positivity to the stages proposed by
Freud (Miner 2015). This is because innovation within the workplace possesses
flexibility towards gaining large scale customer satisfaction. Viewing it from other
perspective, proposal for innovation is also a reasoned action, as it is acceptable among
the staffs for altering the business scenario.
2.2 Findings
Everyday’s planning by the manager

The manager of Victoria University spends the morning in meetings for
discussing the procedures of executing the undertaken project. Here, his basic activities
are sending emails to the clients, in response to the request for appointments. Apart
from this, he also inspects the campus to ensure the smooth functioning of the activities.
Instead of resting, the manager spends him time in checking the mails, if any and
responds to the urgent mails (Vu.edu.au 2018).
Future job planning of the manager
According to the statements of the Victorian University manager, planning is a
crucial element. At the end of every semester, planning is done in order to discuss,
which courses need to be included in the curriculum. Collaboration of the academic and
the admin staffs proves helpful for the manager. This is in terms of gaining an insight
into the approaches of the staffs regarding the created plans. Changes are proposed
within the plans for making the semester studies interesting for the students.
Manager’s career planning
The manager highlights the fact that as the world is changing every second,
therefore he also needs to maintain the pace with the changing world. He thinks career
planning is important in terms of enhancing his position within the society. However, as
of now, he has made plans for couple of years (Vu.edu.au 2018). He envisions that in
these years he would achieve a higher scale in the professional development.
2.3 Analysis
The behaviour of the manager can be considered as planned and reasoned. This
is in terms of the planning. The manager makes plans before starting the allocated

duties and responsibilities. As a matter of specification, the manager jots down the
tasks, which he needs to complete on a priority basis. This systematization helps the
manager to achieve positive results. Thinking about the betterment of the students is a
reasoned action of the manager in terms of ensuring their career establishment.
Involving the academic and admin staffs for making the plans is a wise step for the
manager (Wagner and Hollenbeck 2014). This is in terms of knowing the mistakes he
has committed in the performance. This approach of the manager reflects his
inquisitiveness nature in terms of enriching the preconceived skills, knowledge and
expertise.
Spending the leisure time in doing works hampers the relaxation needed in terms
of gaining energy for undertaking the challenging and enduring tasks. On the contrary, a
manager needs to be active in the workplace, for abiding by the duties and the
responsibilities. Realizing the importance of altering pace of the world is a planned as
well as reasoned action exposed by the manager in terms of securing the societal
position. Here, career planning is a part for the altering the personality among the others
(Vu.edu.au 2018). 2 years is merely a time, which reflects the two selves of the
managers. One self reflects the manager in the current phase and the other self reflects
the manager after 2 years, when he would achieve a higher scale in his
professionalism.
3. Organising
3.1 Theory

The theory of scientific management can be applied here. This theory was
introduced by Frederick Winslow Taylor to enhance the clarity of the people about the
science behind management. According to the functionality, this theory proves
beneficial for the managers in terms of enhancing the productivity through the exposure
of logical approach. The theory upholds the managers’ perspective towards the output
they want from the staffs and measure the ways and means adopted by the staffs to
execute the duties allocated to them (Punnett 2015). In this process, the managers
need to adhere to four principles- creation of a scientific method for controlling the
performance of the staffs; provision of training to the staffs; stability in the relationship
between the employees and the management and equal distribution of labor.
3.2 Findings
When asked about managing the conflicts, the manager replied that he tried to
achieve solution by focusing on the issues, which gave rise to conflicts. Not getting
personal in the process of resolving conflicts is one of the strengths of the manager.
This approach reflects the reasoned action of the manager towards problem solving.
While solving the conflicts with the other managers, he focuses on the coordination.
Unity and coordination between the managers and the staffs possesses flexibility in
discovery of efficient and effective solutions towards the problems (Vu.edu.au 2018).
The path of management is not easy. In regulating the performance of the staffs,
the manager is compelled to encounter issues like bad lectures, complaints of the
students and inappropriate behaviours exposed by the students, professors and other
staffs. Solving these problems becomes easy for the manager through the exposure of
organized behaviour. At the initial stage, he communicates with the senior managers

about progressing with the achievement of solutions. After this, he calls a meeting with
the students and the professors regarding the quality of the lectures delivered.
Transparency is maintained in the meetings, as the main aim is the provision of good
service to the students and the clients (Vu.edu.au 2018).
3.3 Analysis
Organizing meetings with the senior manager reflects the practice of scientific
management in case of the manager. Herein lays the appropriateness of enhancing
clarity regarding the type of output needed and the ways through which the staffs
execute the allocated duties and responsibilities. Focusing on the internal issues rather
than being personal is an example of logical thinking towards solving the problems.
Speaking the truth indicates the transparency in the approach of the manager towards
gaining trust, loyalty and dependence from the students and the clients (Pinder 2014).
Communicating with the senior managers is the manager’s initiative towards
maintaining stability in his relationship with his seniors. Communicating with the
students is the urge of the managers in terms of learning from them, as learning and
gaining knowledge has no age limit.
4. Leading
4.1 Theory
Leaders need to have a clear vision of their goals and objectives. Theoretical
perspective in this direction is assistance in terms of emerging as a successful leader.
Herein lays the effectiveness of the Great Man Theory. The tag “great” is attached to
the personality of a man on the basis of his approach towards execution of the allocated

duties and responsibilities (Lazaroiu 2015). Rationality and tactfulness are the
attributes, which makes a man great, rather a leader. Accepting the mistakes pointed
out by others willingly; bring contingency theory into the discussion. Inquisitiveness
towards enriching the knowledge creates a positive image about the leader in the minds
of the people. Willingness and eagerness to alter the current personality indicates the
quest for emerging as a people’s leader rather than grabbing the hot seat.
4.2 Findings
The manager is proud to nominate the director as his mentor. He is happy to
guide Christine in achieving her goals and become well settled in her life. Not only
Christine, the managers provide coaching to the students as well as the subordinates,
so that they can upgrade their skills, knowledge and expertise in academics. The
manager believes in team work (Vu.edu.au 2018). After setting a deadline, the manager
guides the students regarding the doing the tasks properly. He personally talks with the
students in order to find out whether they are facing any problem in doing the tasks.
Moreover, he checks the progress of the team members to assess their capability. The
manager is very passionate about leading his staffs. Determination helps the manager
to set an example before the team members.
He believes that transparency in exposing the incapabilities. According to him,
communication solves the problem and possesses flexibility to bestow solutions. He
thinks logical approach is very important for a leader in terms of setting an example
before the team members (Vu.edu.au 2018).
4.3 Analysis

Mentoring is the process which can be associated with the aspect of cognitive
theory. This is because the process of coaching is a kind of revision for the manager
regarding the concepts, which he had learnt in the training period. This revision results
in the transfer of knowledge from the leaders to the team members, broadens the
perspectives of leaders and team members. Team work results in the exposure of
collaborative output, which is important in terms of submitting the tasks within the
stipulated deadline. Setting deadlines is a target for both the manager and the students,
which they have to achieve. Measuring the progress is the assessment of the
confidence regarding how effectively and effectively the managers and the students can
reach to the targeted goals (Rupp et al. 2015). Communication is the evaluation of the
effectiveness, appropriateness and effectiveness of the exposed performance. Passion
and determination are the pathways, which the managers need to adopt for polishing
their leadership skills and competencies. The attribute “understanding” makes the
manager, parent like for the students. Being logical might make the students feel that
the manager is betraying them, however, if they delve deep into the managers’
behaviour, they would understand the importance of bring logical and tactful in dealing
the matters logically and scientifically.
Transparent communication generates a positive image in the minds of the
students regarding the character of the manager (Kanfer and Chen 2016). Confession
about incapabilities makes the manager great, acting as an inspiration for the students.
Consciousness and rationality in this direction enhances the personality of the manager.
5. Controlling

5.1 Theory
Control theory, also considered similar with the Maslow’s Hierarchy of Needs
proves appropriate in this discussion. This is because of William Glaser’s views
regarding the exposure of behaviour in response to stimulus. If a leader sees that one of
the team members being dejected due to his incapability in doing the allocated task,
motivation is the common outcome (Phipps, Prieto and Deis 2015). The major drive
behind this motivation is to guide the team member towards the achievement of the
targeted goals. As a matter of specification, control theory perceives behaviour as the
needs of the person at a given point of time. Control and regulation are the stimulus,
which instigates the managers to measure and upgrade the performance of the team
members. The approach needs to be correct in terms of gaining satisfaction from the
students.
5.2 Findings
The manager thinks that it is extremely important to be aware of the workplace
diversity. This is in terms of enriching knowledge about the presence of students from
different cultural backgrounds. With due respect to the language, customs and traditions
of the students from different backgrounds, the manager highlights the aspect of cultural
exchange in the process of providing education to those students (Vu.edu.au 2018). He
thinks that this diversity provides a competitive advantage to the University as it caters
to the needs, demands and requirements of students across the world. The manager
thinks that he is fortunate in terms of exchanging the cultures, as he got to learn
different languages.

5.3 Analysis
Passionate towards knowing about the culture of different countries enhances
the personality of the manager. The need for receiving quality education has compelled
the foreign students to take admission in this University. The provision of quality
education is the need of the students, which the managers need to fulfil (King, Newman
and Luthans 2016). Regulation of the education provided to the students makes the
managers aware of the process in which these needs are fulfilled. Respect is the
stimulus, which instigates the manager to make plans regarding the inclusion of various
prospective courses for the students. Planning cultural shows for the foreign students
result in the cultural exchange, which is a reasoned action. This is because of the
managers’ initiative to gain loyalty, trust and dependence from the foreign clients and
investors.
Understanding of the world might be considered as the manager’s initiative to
alter his approach towards dealing with the people around him. Herein lays the
effectiveness of Great Man Theory, as he is in the process of the emerging as a leader,
an example before the students (Rhee and Choi 2017). Cooperation can be correlated
with the aspect of motivation. This is because cooperating and motivating the students
makes the manger aware of the needs, demands and requirements of the students.
Learning different language is assistance in terms of serving the foreign students in a
better way and earning respect from them.
6. Conclusion
The purpose of the report was to peek into the current approaches towards
organizational behaviour. The interview excerpt nullifies the aspect of selfish mentality

about the managers regarding grabbing the hot seat in the competitive ambience. The
manager of the Victoria University in Melbourne, Australia is an example for all the
managers, who wish to emerge as a successful leader. His systematic routine life
needs to be followed by the managers for enhancing the productivity of the business.
Here, the attribute of understanding is important in terms of assessing the needs of the
employees and controlling their performance. Motivation and encouragement eases the
process of this control. The transparency of the manager in confessing his incapabilities
acts as a lesson for all the managers adopting wrong means to earn profit.
Therefore, it can be concluded that planning is the most important element for
the manager in terms of systematizing the business activities. Rationality in making the
plans alters the personality of the manager into a leader. Theoretical perspective in
planning enhances the clarity of the managers in terms of polishing their managerial
skills, abilities and competencies. Eagerness and willingness to learn new things about
the workplace creates positive image in the minds of the students regarding the
managers.
Motivating the students is actually asserting the capability by the managers in
terms of creating corporate minds. This capability is the career establishment for the
students and professional development for the employees. Career establishment is the
base for professional development.

Reference List
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How to translate Machiavellians’ selfishness into pro-organizational behavior. Journal of
Management, 41(7), pp.1934-1956.
Borkowski, N., 2015. Organizational behavior, theory, and design in health care. Jones
& Bartlett Publishers.
Goetsch, D.L. and Davis, S.B., 2014. Quality management for organizational
excellence. Upper Saddle River, NJ: pearson.
Hagge, M. and Houten, R.V., 2016. Review of the application of the response
deprivation model to organizational behavior management. Journal of Organizational
Behavior Management, 36(1), pp.5-22.
Haslam, S.A., van Knippenberg, D., Platow, M.J. and Ellemers, N. eds., 2014. Social
identity at work: Developing theory for organizational practice. Psychology Press.
Hogg, M.A. and Terry, D.J. eds., 2014. Social identity processes in organizational
contexts. Psychology Press.
Kanfer, R. and Chen, G., 2016. Motivation in organizational behavior: History, advances
and prospects. Organizational Behavior and Human Decision Processes, 136, pp.6-19.
Kerzner, H. and Kerzner, H.R., 2017. Project management: a systems approach to
planning, scheduling, and controlling. John Wiley & Sons.
King, D.D., Newman, A. and Luthans, F., 2016. Not if, but when we need resilience in
the workplace. Journal of Organizational Behavior, 37(5), pp.782-786.
Lazaroiu, G., 2015. Work motivation and organizational behavior. Contemporary
Readings in Law and Social Justice, 7(2), p.66.

Luthans, F., Luthans, B.C. and Luthans, K.W., 2015. Organizational Behavior: An
evidencebased approach. IAP.
Miner, J.B., 2015. Organizational behavior 1: Essential theories of motivation and
leadership. Routledge.
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citizenship behavior: introducing counterproductive work behavior and integrating
impression management as a moderating factor. Journal of Organizational Culture,
Communication and Conflict, 19(1), p.176.
Pinder, C.C., 2014. Work motivation in organizational behavior. Psychology Press.
Punnett, B.J., 2015. International perspectives on organizational behavior and human
resource management. Routledge.
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creativity: Goal orientations as antecedents and in‐group social status as moderating
contingency. Journal of Organizational Behavior, 38(6), pp.813-832.
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behavioral ethics, and corporate social responsibility: Finally the three shall
merge. Management and Organization Review, 11(1), pp.15-24.
Scandura, T.A., 2018. Essentials of organizational behavior: An evidence-based
approach. SAGE Publications.
Shen, J. and Benson, J., 2016. When CSR is a social norm: How socially responsible
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Management, 42(6), pp.1723-1746.

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regulatory fit matter? The role of regulatory fit in followers’ organizational citizenship
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January 2018]
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organizational behavior, pp.269-310.

Appendix 1 Interview Questions and Responses
Q1. How do you plan for your work day?
Manager: I usually spent the mornings in responding to the emails and appointments
related to the meetings for the ongoing project. I also walk around the campus to ensure
the smooth functioning of the business activities. My afternoon schedule is to browse
through the emails at home.
Q2. What about your future planning for the job?
Manager: Planning with the academic and admin staffs regarding the changes needed
in the curriculum at the end of every semester.
Q3. Tell us about your career planning?
Manager: As the world changes very rapidly, therefore I have planned for couple of
years.
Q4: How do you deal with the conflicts with work groups?
Manager: Instead of being personal, I just focus on the issues for achieving solutions.
Q5. How do you deal with the conflicts with the managers?
Manager: I seek coordination from the senior managers, decide with them which
solutions would solve the problems better.
Q6. What are the ethical issues, which you face in the management?
Manager:
 Bad lectures
 Complaints from the students
 Inappropriate behaviours from the students and professors
Q7. How do you deal with the ethical issues?
Manager: I indulge in fair conversations with the senior managers, students and
professors for developing solutions regarding the delivery of quality education.
Q8: Who are your mentors and whom are you mentoring?
Manager: The director is my mentor and I am mentoring Christine.
Q9: Whom do you provide mentoring for?
Manager: Students and the subordinates
Q10: How do you achieve goals in the process of working with the subordinates and the
fellow managers?
Manager: Through the following:
 Teamwork
 Equal labor distribution
 Measuring the progress

 Setting deadlines
 Indulging in communication with the team members
Q11. How do you lead others?
Manager:
 Setting examples
 Understanding the needs of the team members
 Seeking ways of approaching the task tactfully
 Determination towards completion the tasks
 Being passionate towards whatever I do
Q12: What are the important attributes, which are necessary in a leader?
Manager:
 Logical thinking
 Good communication skills
 Honesty in terms of capability
Q13: How important it is for you to be aware of the workplace diversity and why?
Manager: It is very important to be aware of the workplace diversity in terms of
exchanging cultures, which enhances the preconceived knowledge about the different
cultures and customers. This awareness generates respect for the other cultures.
Q14: Do you think that workplace diversity gives competitive advantage to your
university? If so, why (or why not)?
Manager: Yes, workplace diversity enriches the workforce of the university, which is a
gradual progression towards enhancement of the productivity. This progression
possesses flexibility towards bestowing competitive advantage over the university, of
dealt rationally. Moreover, it provides a better understanding of the different languages,
customs and traditions in the world. This generates a community feeling.

Appendix 2 Manager Contact Details

Appendix 3 Reflection on Group Skills
Remember:- each appendix should commence on a new page
For Appendix 3: Label your analysis of the skills required by your group as 'Appendix 3' Make sure Appendix 3 is referred to within your report, for example in the
introduction under the outline of the report structure.
The guidelines below are adapted from the BMO1102 description for Assessment 3 and
will assist you to complete this section of the report.
Your final task is to reflect upon and discuss the skills required by your group to
complete this assessment task.
Draw upon your group process journals to help you reflect upon how your group worked
together and your current skill levels. You will find it helpful to refer to the description of
Student Graduate Capabilities in the Unit of Study Guide for a list of skills that your
group may have developed by doing this assignment, and to use the model of group
development outlined in Chapter 10 of the textbook (i.e. Forming, Storming, Norming,
Performing).
When writing this section consider:- What skills did you need to plan and prepare for this task? What skills did you need to complete this task? Outline the strengths and weaknesses of your assignment group in relation to the
skills identified above. How the skills of your group developed during the stages of completing the
assessment task? What could you do to improve the outcome in the future? Why would you do things differently? What are the possible problems with your suggestion/s, and how would you
overcome them?.

Appendix 4
TEAM MEMBERS’ CONTRIBUTION TO THE GROUP
REPORT ASSIGNMENT
Please provide a brief description of the work you contributed to the group assignment.
This description of your contribution should be agreed to and signed by your fellow team
members.
Each member must:
1. Complete 1 form individually
2. Have it signed by the remaining group members, and
3. Attach all individual statements to the group assignment (e.g. If there are 3 members in
the group, there should be 3 copies of this form appended to your assignment).
Brief description of YOUR contribution to the group assignment (in point form).
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YOUR name……………………………………………….
Student No.:……………………… YOUR signature…………………………………
Fellow group members’ verification (fellow group members to write your names
and sign alongside, if other MEMBERS AGREE with the contributions indicated in
the above statement. If other MEMBERS DISAGREE with the contributions
indicated in the statement, please consult your TUTOR).
Names of other team members Student No. Signature

1……………………………………………………………………………………………..
2…………………………………………………………………………………………….

Remember to submit a Turnitin report with your assignment