BUS123: Individual Case Analysis of Motivation in Global Environment

This document presents an individual case analysis for the BUS123 Management in a Global Environment course. The assignment begins with an analysis of motivation within an organization, focusing on Expectancy Theory to identify a primary problem. The student applies the theory to a case study, highlighting differing approaches to company growth and the impact of reward systems on employee motivation. The analysis is supported by two credible sources. The assignment then defines the main problems, categorizing them as primary and secondary issues, such as reward systems, resistance to change, and poor communication. Finally, a SWOT analysis is included as an appendix, evaluating the company's strengths, weaknesses, opportunities, and threats. The assignment demonstrates an understanding of motivation theories and their practical application in a business context, providing a structured approach to problem identification and strategic analysis.

Individual Analysis Marking Guide
Criteria Unacceptable <50% Pass 50-59% Credit 60-69% Distinction 70-79% High Distinction >80%
Expression and
organisation
Mark /10
Significant problems
with spelling and
grammar. Work poorly
organised or not logically
presented. Many short or
long paragraphs and no
topic sentences.
Frequent minor problems
with spelling, grammar but,
sufficient organisation of
thought and expression to
allow the reader to follow
without too much effort.
Topic sentences may be
present - not always clear.
Spelling and grammar of an
acceptable standard. Written
expression problems may be
present, but are not severe.
Topic sentences generally
capture the theme and are
reasonably clear.
Spelling and grammar of a
high standard. Written
expression adds value to
argument with sound overall
argument structure and idea
organisation. Clear topic
sentences.
Spelling and grammar of a very
high standard. Writers at this
level need to demonstrate a
strong writing skills and the
ability to succinctly express
ideas in their own words. Well-
crafted topic sentences present.
Depth and breadth
of analysis
Mark /10
Insufficient work and
research. Discussion
contains significant flaws
such as large gaps in
knowledge of key issues
and/or errors in
application of
concepts/theories.
Evidence most key issues
understood and addressed.
Evidence of required
reading. Awareness and
understanding at a basic
level of the major concepts,
theories and frameworks
involved. Flaws in thinking
may be present in aspects of
work.
Covers the key issues.
Analysis of the
issues/concepts/theories
involved with clear
presentation of components.
Ideas generally organised
and logically presented.
Some evidence of additional
reading.
Evidence of relevant reading
of quality sources and
effective integration into
arguments. Intelligent
organisation and expansion of
concepts and ideas, with
sound analysis and discussion
of implications.
Integrated complex knowledge
of frameworks and presented a
sound critical analysis that is
well supported. Evidence of
extensive reading of quality
sources and strong analysis that
reflects a deep understanding.
Broad coverage of causes and
remedies.
Evidence of
research
Mark /5
Minimum evidence is not
provided.
Less than 2 credible
sources.
Minimum evidence is
provided.
2 credible sources.
Sound research effort.
3 credible sources.
Significant supporting
evidence is provided.
4 credible sources.
Very strong supporting evidence
is provided.
5 or more credible sources.
Formatting of
referencing
Mark /5
Very frequent reference
errors (above 3 per page)
Frequent referencing errors
– around 3 per page
Referencing errors at around
2 per page
Occasional referencing errors
– around 1 per page
Infrequent referencing errors –
less than 1 per 2 pages
Referencing
Mark /5
Very frequent reference
omissions (above 3 per
page)
Frequent referencing
omissions – around 3 per
page
Referencing omissions at
around 2 per page
Occasional referencing
omissions – around 1 per page
Infrequent (less than 1 per 2
pages) to no missing reference
citations
Comprehensivenes
s of problem
definitions
Mark /5
Most problems missed
(even weighting on
primary and secondary).
Around half of problems
identified
Around two thirds of
problems identified
Around 70-79% of problems
identified
80% to 100% problems
identified (perfect mark)

Clarity of problem
definitions
Mark /5
Long (over 6 words)
and/or very unclearly
worded problem
definitions. Duplication
of problems present
Frequent clarity issues
evident with possible
duplication (or over 6
words) but, problems can be
understood with some
effort.
Problems (two thirds)
generally clearly worded and
concise (ie: no more than 6
words).
Most problems (70-79%)
clearly worded and are concise
(ie: no more than 6 words).
All or nearly all problems
clearly worded and no more
than 6 words each.
Application and
integration of
frameworks
Mark /5
Many errors in the
application of
motivation. SWOT
missing most points or
has issues re placement
of points (over 50%
errors/omissions)
Generally sound motivation
application with some errors
and/or clarity issues.
SWOT missing points or
has issues re placement of
points (approx. 50% of
points)
Sound application with some
clarity issues or minor
errors/omissions. SWOT
occasional missing points or
has issues re placement of
points (approx. 60%)
Strong analysis with clear
application of motivation.
Key issues captured. SWOT
occasional missing points or
has issues re placement of
points (approx. 80%)
Very strong motivation
application with insight. Key
issues captured and related
concepts integrated well.
SWOT captures all points in the
right areas.
Mark ______/50 Minus late penalties (10% per day)______ = Grade: ______/10
2

Importance of motivation
Student: **********
Student Number: *********
Tutor: *********
Workshop Time: **********
Due Date: ********

BUS123 Management in a Global Environment
Contents
1.0 Analysis Using a Motivation Theory................................................................................1
2.0 Main Problems Defined................................................................................................... 1
3.0 References.........................................................................................................................2
4.0 Appendices........................................................................................................................3
4.1 Appendix 1: SWOT Analysis.......................................................................................3

BUS123 Management in a Global Environment
1.0 Analysis Using a Motivation Theory
Motivation in the organisation can come in a variety of ways. One of the ways is through
promotion and recognition, engagement in decision making, and rewards systems such as
bonus or wages increment. Expectancy theory: the theory suggests that individuals will tend
to select how to behave reliant on the outcomes they anticipate as a result of their behaviour1.
It is much evident in the Sour Grapes Case study as Paul and Cody differs in what way to
grow the company. Cody believes that the only way to do so is to focus on production while
maintaining the quality of the product.
On the other hand, Paul believes in the development of the sales, and that is reasons he hired
his close friend, Tom. Tom says “If you want sales, the best way to get them is to light a fire
under me and my team. To do that we need a decent wage with a big carrot for performance
and you can sit back and watch us dance.”
The above theory is centred on three aspects: first, expectancy which means that one believes
that effort would result in one desired goals2. The above is shown by Paul character when he
1 Hsu, Dan K., Rachel S. Shinnar, and Benjamin C. Powell. "Expectancy theory and
entrepreneurial motivation: A longitudinal examination of the role of entrepreneurship
education." Journal of Business and Entrepreneurship 26, no. 1 (2014): 121-140.
[Online]. Retrieved on 22 March, 2019 from:
https://www.researchgate.net/profile/Thomas_Pittz/publication/268510441_A_Model
_for_Experiential_Entrepreneurship_Education/links/
54be890a0cf28ce312326bad.pdf#page=130
2 Parijat, Pranav, and Shilpi Bagga. "Victor Vroom’s expectancy theory of motivation–
An evaluation." International Research Journal of Business and Management 7, no. 9
(2014): 1-8. [Online]. Retrieved on 22 March, 2019 from:
1

BUS123 Management in a Global Environment
decides to replace Tony with Tom. Next is instrumentality aspect where one belief that he will
get a reward if he realise performance projections. Finally, valence in which is the value one
place on the bonus. Thus, according to the theory, people who are most motivated are the one
who believe that they will get the desired reward if they hit an achievement goal as shown by
Tom's statement.
2.0 Main Problems Defined
Primary Problems Secondary Problems
 Reward system such;
Promotion
Recognition
Participation in decision making
 Resistance to change
 Poor quality of the product
 Poor communication
 Lack of cooperation, collaboration
and engagement
 Lack of proper decision making
processes
http://irjbm.org/irjbm2013/Sep2014/Paper1.pdf
2

BUS123 Management in a Global Environment
3.0 References
Hsu, Dan K., Rachel S. Shinnar, and Benjamin C. Powell. "Expectancy theory and
entrepreneurial motivation: A longitudinal examination of the role of entrepreneurship
education." Journal of Business and Entrepreneurship 26, no. 1 (2014): 121-140.
[Online]. Retrieved on 22 March, 2019 from:
https://www.researchgate.net/profile/Thomas_Pittz/publication/268510441_A_Model
_for_Experiential_Entrepreneurship_Education/links/
54be890a0cf28ce312326bad.pdf#page=130
Parijat, Pranav, and Shilpi Bagga. "Victor Vroom’s expectancy theory of motivation–An
evaluation." International Research Journal of Business and Management 7, no. 9
(2014): 1-8. [Online]. Retrieved on 22 March, 2019 from:
http://irjbm.org/irjbm2013/Sep2014/Paper1.pdf
3

BUS123 Management in a Global Environment
4.0 Appendices
4.1 Appendix 1: SWOT Analysis
Strengths
Good brand name
High-quality product
A good reward system for senior
management
Experienced workers
Good outsourcing system by the company’s
manager
Weaknesses
No promotion
Long value chain
Lack of internal recruitment system
Poor management style
Poor distribution channel
Lack of cooperation, collaboration and
engagement
Opportunities
New market segment
Diversification of product
Expanding its distribution channel
Threats
Competition from a large company
Financial crisis
Large retailers offering discounts
4

BUS123 Management in a Global Environment
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