How does organisational culture impact on an organisation’s performance?

Write an essay on ONE of the following topics:

1. How does organisational culture impact on an organisation’s performance?

2. Discuss the role of stakeholders in an organisation.

3. Choose ONE of the following laws and explain why it is so important in the workplace?

a. The Equality Act
b. The General Data Protection Act
c. The Health and Safety at Work Act

4. Which is most important in an organisation? Control, power, or influence?

For your topic you should discuss relevant theories and their impact on organisations. You should illustrate your essay with examples of organisations which have implemented the various models, theories or laws (or have failed to do so) and discuss their influence. You should reflect on the role of leadership and management within the context of your essay. This assignment relies on you carrying out research from a number of sources, formulating appropriate arguments, and applying informed judgement in order to draw evidence based conclusions.

Restrictions on Time/Word Count: 1,800 words +/- 10% (not including references)

Core book
• Boddy, D. (2014) Management: An Introduction. (6th Ed). Harlow: Pearson Education. Chapters 1 and 10 [EBook].

What advice do you have for the Interim President on how to improve New York City Transit’s Rapid Transit Operations structure to better accomplish its goals?
Functional vs Divisional Structure. Organizational change
Question 3:

Craig Cipriano is the interim President of New York City Transit (NYCT), one of six agencies within the
Metropolitan Transit Authority. The COVID-19 pandemic has decimated the MTA budget and has led to
significant service changes including unheard of overnight closures of the train system. While President
Cipriano faces significant challenges, he wants to tap your newly developed expertise about
organizational structure because according to a news report, his predecessor said “the MTA has no
organizational chart.” He wants you to provide an update.

According to the information he found, the NYC subway system was managed by a Senior Vice President
in the Department of Subways (see MTA New York City Transit and Department of Subways
Organizational Charts). At the time, the Transit Authority’s statistics showed the Department of Subways system’s on-time performance as an abysmal 63.1%, except for the Staten Island Railway, which had an on-time performance rate of 97.1%.

The Vice President & Chief Officer of the Rapid Transit Operations Division (see Department of Subways
and Rapid Transit Operations Organizational Charts), who was responsible for overseeing the subway,
reported that public administration students and professionals can help. You have learned that the
subway lines were divided into four subdivisions-A, B, C, and 7; and each was supervised by an Assistant
Chief Transportation Officer who reported to the Vice President & Chief Officer. However, the Staten
Island Railway has a different reporting structure.

The idea he wants your feedback about is whether the structure for the Rapid Transit Operations system
should mimic the Staten Island Railway structure (see MTA Staten Island Railway Organizational Chart)
by assigning one person to supervise each of the 24 subway lines (i.e., 24 Vice President and Chief
Officer positions) or another configuration you might suggest. Whatever structure you recommend
would require each subway line officer to appreciate the challenges inherent in the new structure and to
manage these challenges.

Prompts:

1. Based on the old organizational charts provided, describe the structures of the Rapid Transit
Operations and the Staten Island Railway, and the strengths and weaknesses of each structure.
2. What advice do you have for the Interim President on how to improve New York City Transit’s
Rapid Transit Operations structure to better accomplish its goals? What factors should be
considered when deciding whether to restructure the Rapid Transportation Operations
structure?
3. The Interim President senses that the organization’s culture has problems, including the
potential for burnout and turnover. How would you help the Interim President understand the
connection between structure and an organization’s culture? (e.g., What would you observe?
Whom would you speak to? What data would you collect? What would you recommend the
NYCT do to change the culture of the agency?)
4. Be sure to take into consideration that the suggested structural improvements in Question A will
help to change the organization’s culture to better meet their goals.
5. Finally, change is difficult in organizations. The Interim President would appreciate your advice
about how to implement any proposed changes, what resistance should be anticipated, and
what can be done to address any resistance.

Evaluate and assess the feasibility of project proposals,utilising appropriate tools,techniques and methods.

MODULE TITLE: Project Management and Control

READ ALL INSTRUCTIONS AND INFORMATION CAREFULLY.

This assignment contributes 50% to your final module mark.

Ensure that you retain a duplicate of your assignment. It will also safeguard in the unlikely event of your work going astray. We are required to send samples of student work to the external examiners for moderation purposes

All assignments submitted to Canvas will automatically be checked via the Turnitln system which will produce a report on the level of similarity within the assignment.

THE LEARNING OUTCOMES WILL BE ASSESSED AS FOLLOWS:
1. A critical understanding of appropriate project management methodologies and tools. Assignment 1
2. Students should be able to develop, evaluate and assess the feasibility of project proposals,utilising appropriate tools,techniques and methods. Assignment 2
3. Students should be able to apply appropriate methods of planning, monitoring, control and change to the various aspect of a project. Assignment 3

IMPORTANT INFORMATION

You are required to submit your work within the bounds of the University Infringement of Assessment Regulations (see your Programme Guide). Plagiarism, paraphrasing and downloading large amounts of information from external sources, will not be tolerated and will be dealt with severely. Although you should make full use of any source material, which would normally be an occasional sentence and/or paragraph (referenced) followed by your own critical analysis/evaluation. You will receive no marks for work that is not your own. Where you are asked to submit an individual piece of work, the work must be entirely your own. The safety of your assessments is your responsibility. You must not permit another student access to your work. Where referencing is required, unless otherwise stated, the Harvard referencing system must be used (see your Programme Guide).
Submission Date and time
23:59 on 10th January 2022
Submission Location
Via link on 91 area

How it’s important to study the proposed relationships?

Order: QR – Additional Explanations

Words count: 3000
Order details:
Task objective:

This order is about supporting the following: “Decision-making impact on Sustainable
Operations Management: particular case of the Flow of Relief in Post-Conflict Areas”.
Task description:

With the reference to the previous order #816309 (PowerPoint file),elaborate comprehensive responses to the following questions:

1- Why this topic, how important is this topic, how relevant is this topic?

2- About Decision-making, uncertain conditions, management of operations, and
sustainability performance:
a. How are those terms interrelated?
b. How it’s important to study the proposed relationships?
3- About Methodology:
c. Why qualitative research method?
d. Why using interviews for data collection?
e. Why using thematic analysis technique?
f. Why focusing on purposive sampling method?
g. Why using Semi-Structured interviews?
For c.,elaborate a table providing pros and cons for the most common research
methods, then please justify the selection of the qualitative method.
Same for d., elaborate another table about the common data collection
methods, then justify the selection of this method.
Same for e.,another table about the possible techniques, and the reasons for
selecting the thematic technique.
Same for f.,another table about common methods, and the reasons for picking this method.
Same for g., another table about common interview types, and reasons for selecting this type.

4- About possible outputs and recommendations: elaborate a summary of:
– Possible outputs,
– What this research might contribute to knowledge.

Identify the key drivers from the macro-external environment and their impact on strategic decision-making.

Strategic Management

Week 1 :

summarise the components of strategy
identify some of the key definitions/interpretations of strategy and ways in which they differ
explain the value of strategy to organisations
explain the importance of organisational purpose in strategy
explain the elements of organisational purpose

Week 2 :

This week you will learn how to analyse existing strategy. Every organisation has a strategy, even if they don’t know what it is. An organisation may not do strategy consciously, or well even, but a strategy is there.
Strategy is ‘what happens’ in the organisation. So, instead of putting strategy on a pedestal, let’s learn what strategy is. This week you will learn what to look at if you want to figure out what an organisation’s strategy is.

By the end of this week you will be able to:
appreciate the ways an organisation can learn what its strategy is
identify good strategy
critically evaluate the role of stakeholders in strategy
appreciate the role of competitive positioning in strategy

Week 3 :

This week you will be learning about the macro/external environment – forces that are located outside the organisation, to a large extent these forces are uncontrollable and uncertain.

By the end of this session you will be able to:
identify the key drivers from the macro-external environment and their impact on strategic decision-making
explain approaches to managing uncertainty
analyse the broad macro-external environment using the PESTEL framework
explain the S-curve and lifecycle and identify where your organisation is in its operations in relation to it
describe industry structure using the Five Forces and how it relates to your own organisation

Week 4 :

Welcome to week four, where the focus is on capability. Strategic capability refers to a business’ ability to successfully employ strategies that allow it to survive and increase its value over time.
Last week you studied external forces that can affect organisational strategy, whereas this week our focus is on factors that are internal to the organisation.

By the end of this session you will be able to:
recognise key perspectives in the determination of strategic capability
diagnose the strategic capability of an organisation
describe the merits and vulnerabilities of the ways in which by which strategic capability can be obtained
understand the implications of turbulent environments on strategic capability, by considering dynamic capability

Week 5 :

Welcome to week five where the focus is on strategic choice. This is the ability to formulate an effective strategy following the analysis of the situation and understanding of the strategic challenges faced over different business horizons.

By the end of this week you will be able to:
Explain the value and process of portfolio analysis
Identify an organisation’s commercial offering using portfolio analysis
Apply scenario planning to an organisation
Examine the role of Blue Ocean approaches in strategic choice and assess its application
Reflect on the idea of disruptive innovation and its potential impact on business models
Appreciate the role of data analytics in strategic choice

Week 6:

Welcome to week 6 of the module. Strategic implementation is a term used to describe the activities within a workplace or organisation to manage the activities associated with the strategic plan.

By the end of this week, you will be able to:
Describe the ingredients and relevance of organisational alignment
Strategic Management
Appreciate the importance of organisations making commitments in strategy
Describe and apply the Implementation Compass
Evaluate the role and efficacy of agile strategy

Week 7:

Welcome to week seven where the focus is on the process of strategy – how strategy happens in organisations.

By the end of this week you will be able to:
Describe path dependency and its implications
Describe how SAFe can contribute to the strategy process
Appreciate the different styles of working a strategy process
Recognise the potential contribution that different voices and stakeholders can make to a strategy process
Appreciate the contribution that strategy brings to shared language and a way of thinking to the process
Identify and explain bias in decision making and the strategy process

Week 8:

Welcome to week 8. This week we are looking at evaluating the effectiveness of strategy.

By the end of the week you will be able to:
Describe the challenges organisations face in evaluating strategy.
Identify and apply structured evaluation frameworks for determining the efficacy of strategy.
Describe useful perspectives for the informal evaluation of strategy.

Since the end of this week represents the end of the directed learning experience on this module, you should be able to demonstrate conversance with the ideas and concepts that fall under the umbrella of ‘strategic management’, as covered in this module. You should also appreciate the possible future directions of strategic management, accepting the evolutionary nature of strategic thought, organisations and society.

Identify current UK legislation and regulations which govern organisational and personal responsibilities and liabilities.

Scenario

Learners may use their own employment context, or that of another organisation with which they are very familiar, to base their assignment. However, in the case that they are not able to do so, please use the below scenario:

You are a senior manager of a medium sized company. Your organisation has the necessary employment policies in place and sometimes monitors the equality and diversity of the workforce but needs to develop how rigorously behaviour which is contrary to company policy is followed up.

Task 1:

Explain the ways in which an organisation can demonstrate its commitment to equality of opportunity and diversity. Use this information to evaluate how effectively the organisation commits to equality of opportunity and diversity. Assess how the organisation monitors and measures its commitment.

Guideline word count: 600 – 700 words
A.C. 1.1 – Evaluate the organisation’s commitment to equality of opportunity and diversity
A.C. 2.2 – Assess the application of the organisation’s commitment to equality of opportunity and diversity

Task 2:

Identify current UK legislation and regulations which govern organisational and personal responsibilities and liabilities. Outline relevant codes of practice or equality legislation and explain the responsibilities of individuals and the organisation.

Guideline word count: 350 – 450 words

A.C. 1.3 – Identify organisational and personal responsibilities and liabilities under equality legislation and/or codes of practice

Outline a process for dealing with others whose behaviours,words or actions do not support a commitment to equality of opportunity or diversity.

Leading equality and diversity

Evaluate the impact of showing respect to others, recognising their value and upholding their
rights. In your evaluation, refer to the achievement of organisational objectives and staff welfare and motivation.
Within the organisation, outline a process for dealing with others whose behaviours, words or actions do not support a commitment to equality of opportunity or diversity. Identify the policies or procedures which may be applied to address inappropriate behaviour.

Guideline word count: 300 – 400 words

Assignment Brief – Unit

Version 1 Page 3 of 3

A.C. 3.2 – Evaluate the impact of showing respect to others, recognising their value and upholding their rights
A.C. 3.4 – Outline a process for dealing with others whose behaviours,words or actions do not support a commitment to equality of opportunity or diversity