Organisational behaviour

Organisational behaviour

Paper details:
Q1 – Examine the corporate and cultural differences the UK managers may encounter when working in an overseas branch in a country of your choice and explain how the managers might address these differences. You are required to state the country you have chosen at the start of your answer. (Examine means; to observe carefully and critically inspect) Q2 – Evaluate the qualities that the branch manager will need in order to be effective in their role Both questions are related and need to be focussed on content/theory/examples from the financial services industry. Use a report style For Q1 (2500 words – 30 marks) 1. Intro 2. Developing the case study 3. Issues arising 4. Developing theoretical support and referencing 5 Brief summary / conclusion For Q2 (1500 words – 20 marks) 1. Brief Introduction to management / leadership 2. Range of different theoretical concepts 3. Brief Summary / Conclusion

Organisational Behaviour

For an organisation that you know well (e.g., the organisation, where you are currently employed or for which you worked in the past), using the relevant concepts, theories and models introduced in the module, describe its organisational structure, analyse to what extent this structure is supportive (or unsupportive) of organisational goals and suggest possible recommendations for improvement.

Further Guidance for Students:
Learning Aims
The purpose of the assignment is to help the student to:
?- internalise the concepts, theories and models and
?- develop the ability to critically apply them in practice

Content
The assignment should
1. begin with a brief introduction outlining the aims and the structure of the assignment;
2. provide an informative overview of the organisation, including the relevant characteristics such as industry, location, size, and age;
3. describe its organisational structure using relevant concepts from the module;
4. identify organisational goals as expressed, for instance, in organisational mission and vision statements and/or strategic plans;
5. identify and examine relevant organisational contingencies;
6. assess the “fit” between organisational structure and organisational goals and other contingency factors;

7. conclude with a summary of key points and recommendations for improvement.