OB Assignment Resit Paper-Siemans-reviewed (1)

8/10/2019 OB Assignment Resit Paper-Siemans-reviewed (1)

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London School of Science & Technology

ASSESSMENT COVER SHEET - RESITUnit Nume! "ndTitleA##e##ment TitleCou!#e TitleA##e##ment Code

Unit 3$ Organisations and Behaviour% Leel 'Organisations and Behaviour Re#itHND Business

HND Diploma Business Unit 3: Organisations and Behaviour

H"nd Out ("te 19thMay 201H"nd In("te

1!th"uly 201 #e$ore12:00 midday

Lectu!e!)#*

"ane %vans&& Berlin'song& and (amela)oller

Inte!n"lVe!i+e!

'lan "e*ery

Sou!ce# ofinfo!m"tion

1+ Cou!#e note#2+ Recommended le"!ning te,too#

,eorge& "+& "ones& ,+ -2002. Organi/ational Behaviour+ Ne"ersey: (rentie Hall+BN 041340235541

Mullins& 6+ -2007. Management and Organisational Behaviour+%ngland: (rentie Hall an imprint o$ (earson %duation+BN 97!404273470!!!49

3+ Online Re#ou!ce#)B8 -2013. Mission& ision and alues+ )B8+ online; 'vaila#le$rom: http:


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A##e##ment Re6ui!ement#

'n eletroni opy o$ your assessment must #e $ully uploaded #y the de"dline d"te "ndtime+

Cou must su#mit onesingle (D or M OEe Ford doument+ 'ny relevant images or

sreenshots must #e inluded ithin the same M OEe Ford or (D doument+ >he last version you upload ill #e the one that is mar=ed+

>he Gle si/e must not eeed 20MB+

'nser the riteria in order& learly indiating the pass riteria num#er+

%nsure that all or= has #een proo$4read and he=ed prior to su#mission+

%nsure that the layout o$ your douments are in a pro$essional $ormat ith $ont style 'rial& $ont

si/e 12 $or the tet& $ont 1 $or su# heading and $ont 15 $or main heading& line spaing 1+? andustiGed+

Use the Harvard re$erening systemI otherise it ill #e onsidered as plagiarised or=+

%nsure that you #a=4up your or= regularly and apply version ontrol to your douments+

%nsure that any Gle you upload is virus4$ree& not orrupted and not proteted #y a passord

otherise they ill #e treated as a non4su#mission+ Cou must NO> su#mit a paper opy or email o$ this assessment to any mem#er o$ sta* at 6>+

Cour or= must #e original ith the appropriate re$erening

(earson B>%@ 6evel HND Diploma Business Unit 3: Organisations and Behaviour


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7ASS CRITERIA ONL8

7"##n order to ahieve (ass& students must ahieve all the pass riteria #elo+

C"#e Study@ase tudy supplied separately



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LO3$ Unde!#t"nd the !el"tion#hi/ et9een o!g"ni#"tion"l#t!uctu!e "nd cultu!e

U#e the c"#e #tudy /!oided on Siemen:# to "n#9e! the follo9ing 6ue#tion#

;303@ompare and ontrast iemenJs organisational struture and ulture to that o$ a similarorganisation

.uideline# (Approx. 200 words)n order to ompete this tas= you must:denti$y iemensJ organisational struture and ulture:

Organisational struture onsists o$:

o untional struture

o Divisional struture

o Matri struture

Business ulture onsists o$:

o >as= ulture

o 8ole ulture

o (ersonal ulture

o (oer ulture

Cou must then ompare and ontrast this ith a ompany that has a similar struture and ultuhighlighting the similarities and di*erenes+

n ansering this Kuestion& you ill have overed the $olloing assessment riterion: 1+1 @ompare and ontrast di*erent organisational strutures and ulture

Siemens organisational structure

The significance connect to the subject of sustainability is obvious in its focal position inside the Company

association and in Siemens projects and the measures we execute. Proficient sustainability management is a va

undertaking that obliges a reasonable authoritative structure and an exhaustive securing of sustainability Siemecorporate society.

ll Siemens sustainability exercises are controlled by the Chief Sustainability !fficer" who is a part of o

#anaging $oard. To facilitate and oversee organi%ation sustainability exercises effectively" we secured t

Siemens Sustainability $oard" the Sustainability !ffice and the Siemens Sustainability dvisory $oard.The Siemens Sustainability $oard" which is led by the Chief Sustainability !fficer" is the focal controlli

council for sustainability at Siemens. &n its standard gatherings it guides our sustainability program ascomponent of our practical system and receives proper measures and activities. !ur Chief Sustainability !fficadditionally deals with the Sustainability !ffice" which is in charge of driving sustainability further insi

Siemens and for arranging the sustainability project and other vast projects and measures.

To help organi%ation keep up a destination viewpoint on our sustainability difficulties and execution" we halikewise made the Siemens Sustainability dvisory $oard" made out of eight famous figures in science an

industry from a scope of controls and locales of the world. one are representatives of Siemens.



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lcatel !rganisational structure

Chief Compliance !fficer( )stablished as a full*time position in +,-+ reporting straightforwardly to the Chi

inancial / 0egal !fficer 1with immediate access to the C)!" $oard of 2irectors and udit / inan

Committee3" the CC! is in charge of managing the )thics and Compliance #anagement System" setting vitbearing and guaranteeing our operations are predictable with a society of respectability.

Chief )xecutive !fficer( Sets tone and shows the significance of business uprightness steady with our %etolerance strategy.

!ffice of $usiness &ntegrity / Compliance( )xecutes the key bearing of the organi%ation's )thics a

Compliance #anagement System by creating and supporting execution of key consistence activities" and givimorals and agreeability initiative and mastery over the business.

Provincial Compliance 0eaders( Provide local oversight and backing to the business in operationalising mora

and agreeability activities provincially.

#orals / Compliance Council( Chaired by the CC!" the )thics / Compliance Council comprises of senimanagement in charge of supervising project status over the business" including survey and support of k

consistence arrangements.

4orking 5nit Compliance Council 1and workgroups3( 4ith representation from every specialty unit" t

!perating 5nit Compliance Council is responsible for executing activities and guaranteeing measurable results

greeability Program !wners( Subject*matter masters for our key consistence program ranges who are in char

of guaranteeing projects are completely coordinated into business operations" viably overseen and steady

6uality over the association.

0aw 2ivision( Supports the re6uirement of organi%ation approaches by the )thics / Compliance Council" t

CC! and the provincial consistence officers.



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Consistence &ssues 7eporting #ethods &nitiative( Provides alternatives for workers to report associatinfringement with law or organi%ation arrangement without alarm of striking back.



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LO3$ Unde!#t"nd the !el"tion#hi/ et9een o!g"ni#"tion"l#t!uctu!e "nd cultu!e

; 30his ould inlude leaderstyles& motivation or la= o$ it& personality traits& pereption& onLit et+

n ansering this Kuestion& you ill have overed the $olloing assessment riterion:

1+3 Disuss the $ators hih inLuene individual #ehaviour at or=

Frite your ansers here



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TAS> he inKuiry o$ the amountimpat others are given hene may di*er on the hie$s inlination and onvitions& and an entirrange o$ support is oneiva#le& as in the ta#le underneath+



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TAS> aylor have shaped managementpratie+ Cou are epeted to re$er to management pratie& this inludes the study o$:

(resent day management

ientiG management

@lassial management

>he Human 8elations 'pproah

>he ystems 'pproah

>he @ontingeny 'pproah

Bureaurati 'pproah


2+2 %plain ho organisational theory underpins the pratie o$ management




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TAS>


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TAS> =- Unde!#t"nd 9"y# of u#ing moti"tion"l theo!ie# in o!g"ni#"tion#



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; =03

%Bplain ho0 leadership styles a*e1t the motivation o$ employees in 3iemens durinperiods o$ 1hange in1luding the re1ession+

.uideline#)A//!o,0


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; =0 =- Unde!#t"nd 9"y# of u#ing moti"tion"l theo!ie# in o!g"ni#"tion#



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TAS> =- Unde!#t"nd 9"y# of u#ing moti"tion"l theo!ie# in o!g"ni#"tion#



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; =0="usti$y the relevane o$ motivational theory $or managers ho or= $or iemens+ 'ssessthe advantages and disadvantages o$ motivational theories and inlude udgments+

.uideline#)A//!o,0 o omplete

tas= you ill need to re$er to the advantages and disadvantages o$ motivatiotheories and ma=e udgments on the $olloing:

o Ho use$ul is MasloJs Hierarhy o$ Needs $or managers at iemens

o Ho use$ul is Hert/#ergJs hygiene and motivational theory $or managers at iemen

o Ho use$ul is roomJs epetany theory $or managers at iemens


3+3 %valuate the use$ulness o$ motivational theory $or managers




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TAS> ' %Unde!#t"nd mech"ni#m# fo! deelo/ing e?ectiete"m9o! in o!g"ni#"tion#



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; '03

Des1ri#e the nature o$ groups and group #ehaviour 0ithin 3iemens+

.uideline# )A//!o,0 u=manJs $orming& storming& normingper$orming and adourning stages

n ansering this Kuestion& you ill have overed the $olloing assessment riterion

+1 %plain the nature o$ groups and group #ehaviour ithin organisations




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TAS> ' %Unde!#t"nd mech"ni#m# fo! deelo/ing e?ectiete"m9o! in o!g"ni#"tion#



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; '0 ' %Unde!#t"nd mech"ni#m# fo! deelo/ing e?ectiete"m9o! in o!g"ni#"tion#

; '0=

%plain ho tehnology a*ets team or= in iemens+

.uideline# )A//!o,0 =22 9o!d#*n order to ompete this tas= you must:

%valuate ho tehnology impats on teamor= at iemens

Mention the advantages and disadvantages o$ tehnology and its impat onteamor=

nlude the use o$ virtual teams

denti$y the team dynami ithin iemens

n ansering this Kuestion& you ill have overed the $olloing assessment riterion: +3 %valuate the impat o$ tehnology on team $untioning ithin a given organisation


EN( OB 7ASS 7A7ER


IM7ORTANTCHEC> THAT 8OUR ANS@ERS MEET THE CRITERIA

COM7LETE THE ASSI.NMENT CRITERIA AS 8OU.O ALON.

(O NOT LEAVE THIN.S TO THE LAST MINUTE

OB Assignment Resit Paper-Siemans-reviewed (1)

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