HI6005 - Global Management: Research on E-Learning Activities Report

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This report summarises e-learning activities related to global management, focusing on decision-making and organisational culture. The first activity discusses decision-making processes, highlighting the importance of identifying issues, determining alternatives, and implementing effective solutions, using examples from a car manufacturing company. The second activity explores organisational culture, emphasising the role of values, beliefs, and ethics in maintaining successful business operations, with IBM as a case study. The report concludes that effective decision-making promotes teamwork and communication, while a positive organisational culture enhances employee satisfaction and improves overall business performance. Desklib provides access to similar past papers and solved assignments for students.
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Higher Education Faculty
Assignment Cover Sheet
Subject Title Management and Organisations in a Global Environment
Subject Code HI6005
Lecturer LecturerName
Assignment Title Research Paper 1
Due Date Friday Week 6
Contact Details Student ID YourStudentID
Student Name YourName
Student e-mail address
I acknowledge that:
1. This assignment is my work. I acknowledged and disclosed fully any assistance received in its
preparation and cited any sources from which I used data, ideas, words, either quoted directly or
paraphrased.
2. This assignment was prepared by us specifically and only for this subject.
3. This assignment is identical with the work submitted via Self-Check on Blackboard.
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Table of Contents
Executive Summary...................................................................................................................3
E-learning Activities..................................................................................................................4
Week 1 – Activity 1 – Decision Making................................................................................4
Week 2 – Activity 1 – Organisational culture and management............................................5
Conclusion..................................................................................................................................7
References..................................................................................................................................8
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Executive Summary
The first lecture slide described the decision-making and the benefits obtained by the
car manufacturing company. The issues were overcome with the help of making proper
decisions, which not only facilitated the business performance but also allowed for employee
and customer satisfaction too. The various steps to make decisions were to identify the issue
at first, determine the alternatives, and select the most suitable alternative, implementing that
and finally checking its feasibility and effectiveness.
The organisational culture was managed by promoting good working conditions for
the employees and maintaining proper values, beliefs and ethics to ensure successful business
functioning. By creating a proper culture, it became easy for IBM to maintain the ethical
standards and ensured successful production value and improvement in quality of business
functions, processes, products and services too.
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E-learning Activities
Week 1 – Activity 1 – Decision Making
From the lecture slide, it could be understood that the decision-making is an integral
part of the business to ensure successful business functioning and management of business
operations effectively. The decision-making could not only help in enhancing the level of
commitment, but would also deal with the various kinds of problems and facilitate the
intuition level (Zsambok and Klein 2014). The decisions made by the manager or leader must
be taken into consideration by the staffs to determine what could be right or wrong. Decisions
should be made properly during the emergence of certain issues like reduced productivity,
reduced margin of profit, inappropriate marketing. In systems view, two options could be
there and the decision would be to make the right choice (Ford and Richardson 2013).
There are seven major steps of decision making including the identification of
decision, collecting data and information, identifying the alternatives, weighing the evidence,
choosing among the alternatives, taking action and finally reviewing the decision to
understand what is right and wrong. According to systems view paradigm of an organisation,
there could be various issues faced by a automobile manufacturer such as slow or stopping of
production, availability of cars at lower prices, during launch of a new car and cars
introduced that might not be fulfilling the needs and requirements of the customers. Here
decisions should be taken about whether to stop or slow down the production process or
introduce new cars that could fulfil the needs and preferences of the customers (Snyder and
Diesing 2015). The socio-technical approach could be considered as an effective decision or
choice made for facilitating the organisational structure, which would enhance the work
group and individual performance, furthermore ensure better hierarchy and organisational
structure maintenance along with higher level of customer satisfaction.
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According to the lecture slide, it could be understood that systems approach could
emphasize n the views and ensure successful information sharing, exchange and better
communication. This would further lead to better and effective decision making and interpret
own goals and work objectives that should be achieved. The four decision-making styles are
rationality, bounded rationality and decisions made based on intuitions (Ferrell and Fraedrich
2015). The rational decision-making allows remaining objective and logical to achieve the
goals and objectives. The rational decision-making allows selecting between two alternatives.
The rational decision making follows various steps including identification of a problem,
identifying the decision criteria, allocating the resources, developing alternatives, analysing
those, selecting the most suitable alternative and implementing that, finally evaluating the
efficiency of decision making and monitoring the progress and results (Hunink et al. 2015).
Bounded rationality allowed for identifying various assumptions and constraints and then
separate the considerable and inconsiderable options before making a decision. Intuition
means inner belief and then deciding on to undertake a particular action, which can be right
or wrong.
Week 2 – Activity 1 – Organisational culture and management
The culture within an organization means maintaining the values, beliefs and
behaviours that can contribute to the management of business functioning and improving the
psychological environment of the organisation. It includes shared meaning, values and beliefs
managed within the organisation by maintaining the traditions, customs and organisational
practices properly too. Organisational culture, if maintained properly, could result in guiding
the staffs in the right direction, enable teamwork and coordination, furthermore make the
people accustomed with the changes in culture with much more ease and effectiveness. IBM
was facing certain issues including bankruptcy, high costs of products, lack of a proper
culture and outdated practices (Cadden, Marshall and Cao 2013). To change the
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organisational culture was important for regaining the existing stature and manage the
business practices, furthermore keep those under control. To manage a positive change, the
customers’ attires were changed, which changed the entire way of IBM functioning and this
transformed the structure and culture of the organisation too with ease (Hofstede 2013).
The seven dimensions of a culture maintained within the organisation are innovation
and risk management activities, focusing on every details, orientation towards the outcomes,
team and people orientation, enabling stability and showing aggressiveness while achieving
the goals and objectives. Attention to details could help in analysis and accuracy, furthermore
allow for setting the targets and knowing the approaches consistently to determine the
people’s orientation. This would also promote effective teamwork and coordination among
the staffs, furthermore enhance the organisational productivity and maintain a good culture
consisting of values and beliefs properly. The turnover of employees could be a major
problem due to the lack of maintenance of a positive culture (Stensaker and Vabø 2013). The
employee should be provided with training and developmental sessions and this would keep
the workers engaged and influenced, furthermore make them more committed employees
who could perform to their potential within the organisation. The employees would get
encouraged to perform better and this would also lead to better customer satisfaction and
reduce the level of risks, furthermore ensure successful maintenance of organisational values
and beliefs (Williams, Perillo and Brown 2015). Promulgation of the culture within the
organisation could even result in considering the leader or manager of the organisation as a
role model and perform efficiently to lead, control and plan for betterment of business in the
future too. The employees must be engaged all together through the maintenance of a team
culture, which could allow for working collaboratively and perform much more efficiently
for the future as well (Al-Bahussin and El-Garaihy 2013).
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Conclusion
From the first learning activity, it could be understood that the decision-making had
been an integral part of the organisational functioning. It had the potential to determine what
could be right or wrong and ensure promoting teamwork, coordination and communication
between the team members. The decision-making would allow for selecting the right
alternative that could be fruitful for the care manufacturing company.
The second learning activity discussed about the culture and its seven dimensions
considering how it could ensure employee satisfaction, engagement and better performances
too. The organisational culture helped in maintaining the organizational values and beliefs
and even promoted effective teamwork, coordination and even improving the profit level of
the organisation.
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References
Al-Bahussin, S.A. and El-Garaihy, W.H., 2013. The impact of human resource management
practices, organisational culture, organisational innovation and knowledge management on
organisational performance in large Saudi organisations: Structural equation modeling with
conceptual framework. International Journal of Business and management, 8(22), p.1.
Cadden, T., Marshall, D. and Cao, G., 2013. Opposites attract: organisational culture and
supply chain performance. Supply Chain Management: an international journal, 18(1), pp.86-
103.
Ferrell, O.C. and Fraedrich, J., 2015. Business ethics: Ethical decision making & cases.
Nelson Education.
Ford, R.C. and Richardson, W.D., 2013. Ethical decision making: A review of the empirical
literature. In Citation classics from the Journal of Business Ethics (pp. 19-44). Springer,
Dordrecht.
Hofstede, G., 2013. The hofstede centre. What about Romania.
Hunink, M.M., Weinstein, M.C., Wittenberg, E., Drummond, M.F., Pliskin, J.S., Wong, J.B.
and Glasziou, P.P., 2014. Decision making in health and medicine: integrating evidence and
values. Cambridge University Press.
Snyder, G.H. and Diesing, P., 2015. Conflict among nations: Bargaining, decision making,
and system structure in international crises. Princeton University Press.
Stensaker, B. and Vabø, A., 2013. Re‐inventing shared governance: Implications for
organisational culture and institutional leadership. Higher Education Quarterly, 67(3),
pp.256-274.
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Williams, B., Perillo, S. and Brown, T., 2015. What are the factors of organisational culture
in health care settings that act as barriers to the implementation of evidence-based practice? A
scoping review. Nurse education today, 35(2), pp.e34-e41.
Zsambok, C.E. and Klein, G. eds., 2014. Naturalistic decision making. Psychology Press.
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