Bmo1102 Management And Organisation Behaviour Assessment Answers

Introduction

A clear introduction is important in a report. It should provideyour reader with an understanding of the context, background, and purpose of the report. Although it is presented first it is often written after you have written the body of the report.

In the introduction for this report you will need to clearly state the following:

• the purpose of the report - Why are you writing this report? What is the problem/issue you are addressing? What theories are relevant to the topic?(see the assignment description)
• a description of the organisation, the industry it is part of, and where it is located
• details of the interview - who you interviewed, their position and role, why you chose them, how they were contacted, and when the interview took place
• an outline of the report structure so your reader knows what to expect

Your introduction should consist of a paragraph on each of the points above and be approximately half a page in length. The main body of your report will contain a description and analysis of your findings and relate this to relevant theories. It will be accompanied by an appendix. An appendix contains information that supports your description and analysis but is not essential to the explanation. Therefore the raw data, your interview transcript, will be placed in Appendix 1. You should refer your reader tothis appendix in your discussion, for example, “. . . see Appendix 1 for the interview questions and responses”.

The body is the longest part of your report and should be logically structured in clearly defined sections.These sections should correspond to the subject of your report - the classical management functions of planning, leading, organising and controlling. The headings listed below are a guide, you may wish to make changes by using other headings and subheadings to reflect your approach to this assessment task.

Note: Some students make the mistake of using ‘body of the report’ as a heading, do not do this,instead remember to use headings which specifically describe the information in each section.

Planning

2.1 Theory

With every aspect of Business Development, keeping in touch with the general changes in business organisation every management and human resource manager must keep in pace with advanced requirement of planning. In consideration of the requirement of planning one must be knowledgeable enough to know their very basic work procedure. Organisational development and departmental organisational planning goes hand by hand and it can be seen that the influence of the Dynamics presented by planning for future does have positive impact over the mental state of the workers as well as the management team (Redel-Macías et al. 2014). The operation presented by any organisation is guided by planning and it clearly evaluates every possible scenario that can occur keeping in mind the worst case scenario that may happen to the organisation. Theories of planning in accordance to organisational context relates to the advancement of scientific standard where Frederick Winslow Taylor provided his views in 1909. Planning focuses on increasing productivity as because it help in determining the ways that the skilled workers will follow to ensure success in business organisation. Predetermined path of operation always has a positive option for increasing the chance of development and preparing for every requirement and dealing with the changes in future.

Under the theory of Administration presented by Henri Fayol in 1916, greater change of Optimisation in productivity came into knowledge. Addition of productivity in organisational what place was not much important in that but gradually you have become an important aspect to ensure that every business work position have their own positive presentation (Baker and Cronin, 2015). The study of the techniques for the managers to evaluate the business operation in order to conduct optimised model of work preference was provided by Henry Fayol in his first Publication in French in 1916.

Unconventional method have also gradually covered the field of planning where manager before working in accordance to the requirement and make sure that the effect of work procedure does not have direct impact over positivity and negativity of work environment (Ward, 2016).

2.2 Findings

With all the uncertainty that lurks around the business organisational operation, management team of any organisation wishes to ensure that the business remains safe from those uncertainties. Which is why, every management team and manager in an organisation plans for the best scenarios to be presented and prepare for the worst case scenario that may happen because business environment is dynamic in nature and unpredictable.

2.3 Analysis

From the above can take we can now justify that without planning every organisation is like a rudderless ship in the ocean. Every manager plan in accordance to the competency level of your organisation there in responsibility of. They have understood that without learning there cannot be success in an organisation (Thompson, 2017). However, it is noticed that planning does not guarantee success but it does allow an organisation to prepare for the uncertain situation that may or may not happened with your organisation. With preparation and planning in the forehand of the organisational manager as per recent days example, there are case scenario which clearly suggest that organisation are flourishing in their respective field of work (Rauws, de Roo and Zhang, 2016).

Organising

3.1 Theory

Before you can describe the relationship of your findings to the theory, you need to give your reader an overview of the theory. In this section provide an overview of organising with appropriate references to support your description.

3.2 Findings

A summary of your observations from the interview data

3.3 Analysis

This part of the report requires you to compare the information and observations you have collected about the manager with the classical management function of organising.

By comparing actual management in practice with the theoretical “ideal best practice” described in the textbook and other sources you will be able to see how closely successful managers follow good theory.

Your comparison should enable you to make informed comments about the role of the manager you interviewed and to explain how this relates to the theory. You may also mention in what ways the organisation draws on theory for its practice.

Leading

4.1 Theory

Before you can describe the relationship of your findings to the theory, you need to give your reader an overview of the theory. In this section provide an overview of leading with appropriate references to support your description.

4.2 Findings

A summary of your observations from the interview data

4.3 Analysis

This part of the report requires you to compare the information and observations you have collected about the manager with the classical management function of leading.

By comparing actual management in practice with the theoretical “ideal best practice” described in the textbook and other sources you will be able to see how closely successful managers follow good theory.

Your comparison should enable you to make informed comments about the role of the manager you interviewed and to explain how this relates to the theory. You may also mention in what ways the organisation draws on theory for its practice.

Controlling

5.1 Theory

Before you can describe the relationship of your findings to the theory, you need to give your reader an overview of the theory. In this section provide an overview of controlling with appropriate references to support your description.

5.2 Findings

A summary of your observations from the interview data

5.3 Analysis

This part of the report requires you to compare the information and observations you have collected about the manager with the classical management function of controlling.

By comparing actual management in practice with the theoretical “ideal best practice” described in the textbook and other sources you will be able to see how closely successful managers follow good theory.

Your comparison should enable you to make informed comments about the role of the manager you interviewed and to explain how this relates to the theory. You may also mention in what ways the organisation draws on theory for its practice.

Conclusion

The conclusion of your report should:

• restate the purpose of your report
• sum up the key points you have madein the findings and analysis sections ,and
• present a concluding statement.

It can be helpful to answer the questions “What do the findings and their analysis mean?” and “What is the impact of this?” (i.e. the implications of your analysis).The conclusion should not introduce any new material such as new evidence or arguments, it should be drawn from the information presented in the report.

Reference List

Baker, T.L. and Cronin, J.J., 2015. Organizational Life Cycle Theory: an Introduction as an Aid To Strategic Marketing Planning. In Proceedings of the 1989 Academy of Marketing Science (AMS) Annual Conference (pp. 345-349). Springer, Cham.

Rauws, W., de Roo, G. and Zhang, S., 2016. Self-organisation and spatial planning: an editorial introduction

Redel-Macías, M.D., Castillo, C., Aguilar Porro, C., Polo, M. and Taguas, E.V., 2014. Development of a virtual tool for learning basic organisation and planning in rural engineering projects. European Journal of Engineering Education, 39(5), pp.507-517.

Thompson, J.D., 2017. Organizations in action: Social science bases of administrative theory. Routledge.

Ward, J., 2016. Keeping the family business healthy: How to plan for continuing growth, profitability, and family leadership. Springer. New York, USA