MGMT6009 Managing People and Teams Report 1 Sample

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MGMT6009 Managing People and Teams Report 1 Sample

Assignment Details

This assessment requires you to explore and critically discuss the models, concepts, and theories presented in Modules 1.1, 1.2, and 2.1 and their practical application through your experiences and observations by contributing to a group discussion and then submitting an individual critical discussion report.

Instructions

Complete Learning Activities in Modules 1.1, 1.2, and 2.1

You are required to individually complete the following learning activities:

Module 1.1 Learning Activity 2: Environment Analysis and Actions for Managers

Module 1.2 Learning Activity 1: Comparing Operational Management and Project Management

Module 2.1 Learning Activity 1: Communication Styles

Each of these learning activities requires you to post responses (of 250 words) into the group discussion forum in Blackboard.

Critical Discussion Report

You are required to submit an individually written critical discussion report of 750 words in MS Word (.doc or .docx) format, addressing the following questions:

• How are the topics covered in Modules 1.1, 1.2, and 2.1 relevant to you? You should discuss a minimum of 2 topics from each of the modules 1.1, 1.2 and 2.1. Their relevance may relate to your work or study

• With respect to the three (3) group discussion activities, How and why did your perceptions and experiences differ from those of the other group members?

• What have you learnt and how will you apply this in the future? If you are currently working or have previous work experience, you may discuss how you would manage situations differently based on your learnings.

4. Report Structure

Please structure your report as follows:

• Cover sheet: With student details (student name, ID number, subject code & name, assessment number and title)

• Introduction: Outline the context, purpose, and structure of your report (5–10% of word count)

• Main discussion section: Answer each of the questions above (80–90% of word count)

• Conclusion: Provide a summary of the report (5–10% of word count)

• Reference list

• Appendices: You MUST include a copy of your posts and replies to your group discussion activities

Solution

1.1. Learning Activity 2

The chosen organisation is Woolworths, which has a weaker supply chain and poor leadership culture. The workers do not feel motivated to work as leaders do not operate properly. Consistent feedback from the leaders is essential, whereas positive reinforcement is missing on the part of the leaders. The organisation faces challenges where changes fluctuate, and organisations are required to implement effective principles to develop organisational strength. The world is continuously changing and managers are required to implement changes based on regulatory ideas, consistent thoughts and performance. Managers encounter challenges in situations that are completely evolving, and they need to train the workforce with effective visions, missions and objectives (Samson, Donnet & Daft, 2020). The technology segment also needs the application of strategic alliances in order to promote a collaborative organisational culture for university assignment help . Managers also face organisational and ethical challenges to improve the working conditions of the employees and comprehensive organisational vision. Managing workplace flexibility is also an issue that affects business motivation as well as organisational development.

1.2. Learning Activity 1

Project management is important and as per PMI regulations, managers must be responsible for organisational development (Project Management Institute, 2017). Organisations require control of risk, operational constraints and managerial difficulties. Some uncertainties affect team governance as well as insights. Differences between project management and operation management lie in the fact that operation management is part of a leadership team, and the responsibility of project handling lies with executive bodies who plan, organise and control things. Operational vision must be aligned with the organisational capabilities that affect project success and govern objectives. Similarities between the two are also noticeable, where scopes and schedules are important in affecting project capabilities and visibility. Managerial roles must be effective in dealing with the risks in the projects and outputs are required to do the project effectively. Negative and positive aspects are needed in order to build the organisation's vision and capabilities.

Operations managers need to apply consistent observation and critical thinking. There are strategic approaches to save the organisational culture, and the managers are a crucial part of it. The project needs to handle all the challenges, and this is relevant to managing the organisational prospects. The vision of the organisation is associated with the execution, control and planning of service (Anderson, 2010). The advantage of management is that inventory, quality control, and the supply chain are important to developing organisational values. Optimal use of the resources is significant in creating an organisational standpoint to steer progress ahead. The managers need to be responsible enough to take risks and liabilities. The effectiveness of the organisations lies in defining the scopes as well as the schedules. There is an interrelation between project management and operations management that affects business development and consistent growth of vision.

2.1 Learning Activity 1

Both verbal, written and non-verbal communicational styles affect organisational productivity and vision. I have conducted the online survey and learnt that verbal communication is important in aligning management and operational activities. The role of communication has been effective in order to build robust relationships with the team members. Managers need to be innovative and creative to deal with the operational challenges. This is also crucial to the management of conflicts in robotic situations. The survey has also taught me to decrease communicational risks and strategic disadvantages. Communication is a powerful tool of management that ensures hassle-free productivity and employee management. Effective communication removes the bias of the sender and removes the risks (Katsuhiko, 2017). The viewpoints of the organisations are also effective in mitigating organisational bias and the challenges. Project quality is enhanced through managerial scopes and analytical insights. This is effective in bridging the communication gaps and establishing innovation insights. Communication styles are efficacious in removing organisational hurdles and ensuring transparency, integrity and ethics. Communicational values are important to retain organisational values and consistency.

Non-verbal communication is also important in dealing with negativities and organisational capabilities. This is one of the effective strategies to add to values in the organisation and deal with strategic risks. Project quality can be compromised through organisational strategies, which are also connected to project quality and management vision. Cognitive trust is significant in developing organisational vision and managerial insights (Hitt, Black & Porter, 2012). Active listening skills are also crucial to ensure organisational value-building and the development of thoughts. Proactive visions are connected to organisational success and innovative vision. Managers have a contributing role towards making communication successful. The engagement of the members ensures the project handling and management vision. Communicational strategies are essential in removing the conflicts within.

Reference list

Anderson, B. (2010). Project Leadership and the Art of Managing Relationship. T D, 64(3), 58–63. https://search.ebscohost.com/login.aspx?direct=true&AuthType=shib&db=esu&AN=48407697&site=ehost-live&custid=ns251549Links to an external site.
Hitt, M. A., Black, S., & Porter, L. W. (2012). Management. Upper Saddle River, N.J: Pearson Prentice Hall.

Katsuhiko Shimizu, K. (2017). Senders' Bias: How Can Top Managers' Communication Improve or Not Improve Strategy Implementation?. International Journal of Business Communication, 54(1), 52-69. doi:10.1177/2329488416675449. http://search.ebscohost.com.ezproxy.laureate.net.au/login.aspx?direct=true&db=bsu&AN=119968724&site=ehost-liveLinks to an external site.

Project Management Institute. (2017). A guide to the project management body of knowledge (PMBOK Guide®) (6th ed.). Newtown Square: Project Management Institute. https://ebookcentral-proquest-com.torrens.idm.oclc.org/lib/think/reader.action?docID=5180849Links to an external site.

Samson, D., Donnet, T., & Daft, R. L. (2020). Management (7th ed.). Cengage Learning Australia. https://ebookcentral-proquest-com.torrens.idm.oclc.org/lib/think/reader.action?docID=6524591&ppg=1Links to an external site.

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