MGMT5022 Organisational Behaviour for Managers Trimester 3 2023

MGMT5022 Organisational Behaviour for Managers Trimester 3 2023

Assessment 3, Part 1: Group Case Study Review

Submitted by:

Karma Wangdi Y (21367236)

Ngawang Chogyal (21515556)

Sonia Giri (21425794)

Part 1 Question and AnswerQuestion 1:

Courtois encountered many obstacles throughout his attempt to achieve a cultural revolution at Microsoft. Overcoming long-standing habits and unwillingness to change was key in making the move from a culture centered on inspections to one based on coaching and empowerment. A culture of continual improvement was hampered by the company's propensity to release goods just once every few years. In addition, the shift to more collaborative and nimble quarterly business interactions was hampered by the long-standing habit of extensive preparation for the annual mid-year review, which took the form of a templated approach. As the cultural revolution necessitated a reevaluation of everyone's role and set of skills, it became imperative that human resource managers be given a fresh start. The company's size (40,000 people worldwide) made it difficult to achieve sales goals while simultaneously imposing the new culture. Many companies are struggling to keep their "learn-it-all" cultures alive and to retrain their people managers to become instructors.

Microsoft is a company that has a solid foundation built upon the practices it has always followed. One of the primary challenges that needed to be conquered was the company's deeply rooted resistance to change, which was embedded in the routines and rituals of the organization. To make the transition from a culture that was focused on inspections to one that was focused on coaching and empowerment, a paradigm shift was required ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"tXfXuP5k","properties":{"formattedCitation":"(Kamani 2020)","plainCitation":"(Kamani 2020)","noteIndex":0},"citationItems":[{"id":64,"uris":["http://zotero.org/users/local/MLscIpIF/items/5D4IYMBI"],"itemData":{"id":64,"type":"article","abstract":"The Job-Characteristics Model is a concept constructed on the knowledge that a task is itself a key to the motivation of an employee (J. RICHARD HACKMAN, 1976). Precisely saying a repetitious job is very harmful to an employees motivation whereas a challenging and interesting job which keeps the employee engaged has a positive effect on the employees motivation (LZROIU, 2015). This theory mentions five job characteristics that are forecast to benefit the psychological state and work-related outcomes. This study also mentions some other factors that may function as mediators to show the relation between job characteristics and work-related outcomes (Syukrina Alini Mat Ali, 2014). The idea of work redesign arose to enrich the jobs in a way such that it would boost motivation and avoid monotonous tasks in a job. Hackman and Oldhams job characteristics model states that there are five core job characteristics namely skill variety, task identity, task significance, autonomy and feedback (J. RICHARD HACKMAN, 1976). These job characteristics impact the psychological states of an employee that are experienced meaningfulness, experienced responsibility for outcomes and knowledge of outcomes (J. RICHARD HACKMAN, 1976). These in-turn affects the work outcomes that are job satisfaction, performance and work motivation (J. RICHARD HACKMAN, 1976). In addition, it is possible to combine the five core job characteristics to calculate a motivating potential score for a job that can be used as an index of how likely a job is to affect the behavior and attitude of an employee (Syukrina Alini Mat Ali, 2014). Work redesign is becoming increasingly popular as a strategy to simultaneously improve the productivity and quality of employee work experience in contemporary organizations (J. RICHARD HACKMAN, 1976). In this article ahead, the job characteristics, psychological states and work outcomes are explained in detail.","DOI":"10.2139/ssrn.3600844","event-place":"Rochester, NY","genre":"SSRN Scholarly Paper","language":"en","number":"3600844","publisher-place":"Rochester, NY","source":"Social Science Research Network","title":"Analysis of the Job Characteristics Model","URL":"https://papers.ssrn.com/abstract=3600844","author":[{"family":"Kamani","given":"Tanvi"}],"accessed":{"date-parts":[["2023",11,12]]},"issued":{"date-parts":[["2020",1,15]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Kamani 2020). This transformation was essential in order to make the transition. This compelled workers to abandon long-standing practices in favour of adopting new approaches to completing their work duties. This shift needed not just a change in tactics but also a transformation in the mentality, which turned out to be a substantial barrier to overcome.

A culture of continuous improvement was difficult to establish inside the organization since the company utilized a product release cycle that presented a significant obstacle. Microsoft had a habit of only launching new products once every few years, it was challenging for the company to keep up the pace necessary for a culture of continuous learning and adaptation. The traditional product release cycle acted as a counterforce in an era where rapid innovation and response to market dynamics were of critical importance. As a result, it was difficult to create an environment in which experimenting and iterative development were respected. This was because the conventional product release cycle served as a counterforce in this situation.

Additionally, the change towards business interactions that were more collaborative and nimbler on a quarterly basis found criticism from firmly established practices, such as the considerable planning for the annual mid-year review ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"X4kucS8q","properties":{"formattedCitation":"(Akdur 2022)","plainCitation":"(Akdur 2022)","noteIndex":0},"citationItems":[{"id":66,"uris":["http://zotero.org/users/local/MLscIpIF/items/RDW4LUIB"],"itemData":{"id":66,"type":"article-journal","abstract":"Many practitioners might struggle with becoming productive in different software engineering (SE) roles due to misalignment of the skills learnt during the university time with what is expected in the industry. Companies spend significant resources to train the personnel, whose academic backgrounds are not only based on computing disciplines. Hiring properly trained practitioners allows employers to spend less time while incorporating them more efficiently into the workforce; for employees, knowing the most important skillset is helpful to increase their chance of employability. On the other hand, for academia, understanding the necessary skillset is critical to make curriculum updates. To achieve these objectives, we conducted a survey, which was responded to by 628 software practitioners, who completed their undergraduate degree in Turkey, working in 13 countries. This paper sheds light on the most important (hard and soft) skills in the industry by presenting various cross-factor analyses as well as their coverage in the academic curriculum (mostly in Turkish universities). The results showed that the most important skills are related to various factors such as profiles of the practitioners (e.g., SE role(s), work experience) and the characteristics of the product developed by the practitioner. The findings revealed that both academia and industry should invest in skills improvement: academia can make necessary educational updates according to industrial needs; whereas industry can provide practical experiences to students. By creating the awareness of the expected skillset, both practitioners and academics will benefit from the results, which help close the gaps that can and should be achieved through more Industry Academia Collaborations (IACs).","container-title":"ACM Transactions on Computing Education","DOI":"10.1145/3567837","issue":"1","journalAbbreviation":"ACM Trans. Comput. Educ.","page":"16:116:28","source":"ACM Digital Library","title":"Analysis of Software Engineering Skills Gap in the Industry","volume":"23","author":[{"family":"Akdur","given":"Deniz"}],"issued":{"date-parts":[["2022",12,29]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Akdur 2022). The use of review templates has been a long-standing norm at Microsoft, which provided a significant issue when the firm was attempting to accomplish the necessary shift in the culture of the organization. It was difficult for employees to embrace the flexibility and agility that was necessary for more frequent and dynamic business contacts since they were used to following a structured and regimented evaluation system.

The cultural revolution necessitated a comprehensive reevaluation of duties and capabilities, which in turn forced a fresh beginning for those who were responsible for the management of human resources. This aspect of the shift presented a particularly challenging obstacle because of the size of Microsoft's workforce, which is comprised of 40,000 employees working in locations all over the world. Because each person's role in the company as well as their skill set needed to be reevaluated to successfully manage such a vast organizational environment, logistical problems surfaced as a direct result. It was unable to implement changes across the board in a consistent and efficient way due to the sheer size of the company, which made it impossible to do so. Because of this, the adoption of the new culture might be patchy and inconsistent at times. This was made feasible by the fact that.

When it comes to striving to maintain a culture of "learn-it-all" and train people managers as instructors, Microsoft is not the only corporation that has difficulties in this endeavor. While attempting to develop cultures that place an emphasis on ongoing education and adaptability, many organizations face challenges that are comparable to those that are faced by one another. In the case of Microsoft, this effort was made far more challenging by the need for a rapid and substantial change to be applied among the company's workers around the globe. It was difficult to keep up with the speed of the cultural revolution because of the inertia of long-standing practices, which, when added to the sheer scale of the organization, made it much more difficult.

As a conclusion, the efforts that Courtois made to revolutionize the culture at Microsoft came across several important challenges. These challenges originated from the organization's deeply ingrained traditions, its resistance to change, and the sheer size of its activities around the globe. To be successful in overcoming these challenges, it was vital to not only have a strategic vision, but also to adopt a systematic approach to reevaluating processes, redefining roles, and fostering a shift in attitude throughout the business. Microsoft was able to keep its market relevance by welcoming change and being adaptable in the face of a constantly evolving business environment. This enabled the company to retain its market relevance even though the transition to the new culture was laden with obstacles.

Word count: 893 words

Reference

ADDIN ZOTERO_BIBL {"uncited":[],"omitted":[],"custom":[]} CSL_BIBLIOGRAPHY Akdur, Deniz. 2022. Analysis of Software Engineering Skills Gap in the Industry. ACM Transactions on Computing Education 23 (1): 16:1-16:28. https://doi.org/10.1145/3567837.

Kamani, Tanvi. 2020. Analysis of the Job Characteristics Model. SSRN Scholarly Paper. Rochester, NY. https://doi.org/10.2139/ssrn.3600844.

Question 3:

Template for digital transformation of business

Introduction

Adapting to the ever-changing nature of the technology sector is essential for any company hoping to remain competitive in today's economy. As it moves its concentration from hardware to software, Tech Innovations Inc. represents such a turning point in the computer industry. Even if the market is the driving force behind this shift, there will still be major challenges in terms of employee anxiety, knowledge gaps, cultural shifts, and open lines of communication. Adapting to the ever-changing software industry climate requires intensive research and creative solutions to ensure continued success in the face of intense competition.

Flat Hierarchical Organisational Structure

While Courtois worked to enhance Microsoft's company culture, he faced resistance from employees and problems stemming from the company's current organizational structure. Microsoft's emphasis on keeping its antiquated hierarchical structure stifled innovation and creativity. Courtois instituted a change towards a flatter organization by placing an increased focus on horizontal collaboration and adaptive team structures (Brad et al., 1). He used models of organizational change to guide him through the difficult process of changing entrenched cultural norms.

The software-centric reality is here to stay, and with it comes the need to sustain and adapt organizational culture. Using the Cultural Web architecture, the company can assess its current cultural elements and decide which ones need to be changed. Involving workers in this process by asking for their input on creating the new culture helps foster a feeling of ownership and makes the transition smoother (Lubis & Farida, 89).

Work Design Models

Role redesigns were driven by the Job Characteristics Model (JCM) and the Self-Determination Theory (SDT), two theories that examine what motivates workers and how to tap into that motivation. Courtois valued ongoing education and emphasized digital transformation since he was a firm believer in the transformative power of leadership. A system of recognition and praise served to enhance the attainability of digital goals. Employees' emotional and social well-being were prioritized to mitigate the impact of rapid change. Courtois's strategy integrates perspectives on motivation, organizational theory, and workplace design to place a premium on people. This is vital for a successful and sustained digital progression.

A careful template that integrates organizational structure and job design models is required for digital transformation, which can be seen as an example of the significant transition that Microsoft underwent when Courtois was in charge. It turned out that the resistance to change that was firmly rooted in established habits and rituals was the fundamental difficulty at Microsoft. It was essential to make a paradigm change in order to make the move from an inspection-focused culture to one that was centered on coaching and empowerment. This move needed not just a change in techniques but also a revolution in the psyche of the workforce. This was a tremendous obstacle that required intentional intervention (Marc and Machtmes, 74). Drawing on models of organizational structures, the incorporation of agile frameworks becomes essential. This involves tearing down silos with the help of cross-functional teams and adopting frameworks such as Scrum and Kanban in order to expedite project management.

The standard product release cycle presents Microsoft with a challenge that makes it difficult for the company to build a culture of continuous improvement, as seen by the company's failure to do so. When goods were only released once every few years, it threw off the momentum that was necessary for a culture of continuous learning and adaptation. In an age in which quick innovation and responsiveness were of the utmost importance, the typical product release cycle served as a counterforce, making it difficult to create an environment that valued experimentation and iterative development. It is now essential to adopt a decision-making structure that is decentralized since this will empower workers at all levels of the organization and distribute decision-making tasks based on areas of competence.

The move towards business contacts that were more collaborative and agile on a quarterly basis ran against resistance from firmly ingrained practices, such as Microsoft's elaborate preparation for the annual mid-year review. Because of the prolonged adherence to review templates, the essential transition in the culture of the organization was hampered, and it became difficult for workers to embrace the flexibility needed for dynamic business relationships. It is very necessary to use a digital leadership strategy that places more of an emphasis on coaching and mentoring than on the conventional top-down style of management in order to successfully cultivate an atmosphere that is nimble and adaptive.

The cultural revolution required a full reevaluation of responsibilities and competencies, which was especially difficult given the large workforce of 40,000 people worldwide that Microsoft had. The complexities of managing such a huge organization meant that reevaluating the roles that each member played, and the skill sets they had presented logistical issues. It is vital to put into action a specialized strategy that recognizes and respects the cultural distinctions that exist across the world. Because of this, a locally tailored adaptation approach is required to ensure that transformation activities correspond with overall aims while also respecting local conditions.

Psychosocial and motivational considerations

The psychosocial viewpoint of job design, which is rooted in the Job Characteristics Model and the Demand-Control model, provides valuable insights into the process of developing roles that foster meaningful work, employee autonomy, and overall employee well-being (Robert, 115). The blending of autonomy, competence, and relatedness into a working environment is guided by several motivational theories, including the Self-Determination Theory and Herzberg's Two-Factor Theory (Greg et al., 55). A culture of lifelong learning may be fostered by promoting what Dweck calls a "growth mindset," which was inspired by her body of research.

ReferencesAeon, Brad, Ada Faber, and Alexandra Panaccio. "Does time management work? A meta-analysis." PloS one 16, no. 1 (2021): e0245066. https://journals.plos.org/plosone/article?id=10.1371/journal.pone.0245066Akdur, Deniz. "Analysis of software engineering skills gap in the industry." ACM Transactions on Computing Education 23, no. 1 (2022): 1-28. https://dl.acm.org/doi/abs/10.1145/3567837Bhatt, Ravi. "The Art of Workplace Communication: Challenges and Solutions." A CRITIQUE ON ENGLISH LANGUAGE AND LITERATURE: TEXT AND CONTEXT: 54. https://www.researchgate.net/profile/Sharad-Chavan-3/publication/367464336_School_of_Advanced_Sciences_and_Languages/links/63d392fac465a873a260013c/School-of-Advanced-Sciences-and-Languages.pdf#page=61Goleman, Daniel. Leadership: The power of emotional intelligence. More Than Sound LLC, 2021. sec

Kamani, Tanvi. "Analysis of the Job Characteristics Model." Available at SSRN 3600844 (2020). https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3600844Lubis, Fitri Rahmadani, and Farida Hanum. "Organizational culture." In 2nd Yogyakarta International Conference on Educational Management/Administration and Pedagogy (YICEMAP 2019), pp. 88-91. Atlantis Press, 2020. DOI: 10.2991/assehr.k.201221.020Margiono, Ari. "Digital transformation: setting the pace." Journal of Business Strategy 42, no. 5 (2021): 315-322. https://www.emerald.com/insight/content/doi/10.1108/JBS-11-2019-0215/full/htmlMishan, Edward J., and Euston Quah. Cost-benefit analysis. Routledge, 2020. https://books.google.co.in/books?hl=en&lr=&id=IGoPEAAAQBAJ&oi=fnd&pg=PP1&dq=Benefit+Analysis+importance&ots=Qun6TMyguX&sig=kKuhnoJ306xkx-hztBKunypYaW8&redir_esc=y#v=onepage&q=Benefit%20Analysis%20importance&f=falseNyberg, Anthony J., Jason D. Shaw, and Jing Zhu. "The people still make the (remote work-) place: Lessons from a pandemic." Journal of management 47, no. 8 (2021): 1967-1976. https://doi.org/10.1177/01492063211023563Ozkeser, Banu. "Impact of training on employee motivation in human resources management." Procedia Computer Science158 (2019): 802-810. https://doi.org/10.1016/j.procs.2019.09.117Rivaldo, Yandra, and Septa Diana Nabella. "Employee Performance: Education, Training, Experience and Work Discipline." Calitatea 24, no. 193 (2023): 182-188. https://www.researchgate.net/profile/Yandra-Rivaldo/publication/369498939_Employee_Performance_Education_Training_Experience_and_Work_Discipline/links/641ddd3092cfd54f8428ace8/Employee-Performance-Education-Training-Experience-and-Work-Discipline.pdf?origin=journalDetail&_tp=eyJwYWdlIjoiam91cm5hbERldGFpbCJ9Riyanto, Setyo, Endri Endri, and Novita Herlisha. "Effect of work motivation and job satisfaction on employee performance: Mediating role of employee engagement." Problems and Perspectives in Management 19, no. 3 (2021): 162. https://d1wqtxts1xzle7.cloudfront.net/69819906/PPM_2021_03_Riyanto-libre.pdf?1631908840=&response-content-disposition=inline%3B+filename%3DEffect_of_work_motivation_and_job_satisf.pdf&Expires=1699135943&Signature=Dc0QEW0nmSgyYJzr4v1AkhwRuoanh99Ns~HypEUrZZFchKlFtTyzkeMDkERg~L8qUUk5~vhTOwBlROYOX2vGRTj2VKhAdCijecvZXYMhzwTYAl1VtqUkZh4VbHFW1P~I71-1UvSS~sGqvWsaBKnvKG~~2nPkNdP1KYgtaAzyv17ye-qHPUEipGAc2wJEFngwGttIqcSMqLbAPncihVQDc752g4VF3idV4C1obCNXCvzlPxKrxtTX0eji9ZT7zZXoWMER3ge7PgqWxm944w2rq0qWoHJQXPQHx74JKrd9Uu5AAD1VvZGWasEG7IRnoons-uOxZS9vMDWr9GGF9tFHRw__&Key-Pair-Id=APKAJLOHF5GGSLRBV4ZASchot, Evert, Lars Tummers, and Mirko Noordegraaf. "Working on working together. A systematic review on how healthcare professionals contribute to interprofessional collaboration." Journal of interprofessional care 34, no. 3 (2020): 332-342. https://doi.org/10.1080/13561820.2019.1636007Starr, Chauncey, and Chris Whipple. "Risks of risk decisions." In Risk in the Technological Society, pp. 217-239. Routledge, 2019. https://www.taylorfrancis.com/chapters/edit/10.4324/9780429304873-14/risks-risk-decisions-chauncey-starr-chris-whippleVallerand, Robert J. "Reflections on the legacy of self-determination theory." Motivation Science 7, no. 2 (2021): 115. https://doi.org/10.1037/mot0000227Van Veenendaal, Erik. "Next-Generation Software Testers: Broaden or Specialize!." The Future of Software Quality Assurance (2020): 229-243. https://library.oapen.org/bitstream/handle/20.500.12657/22847/1007314.pdf?sequence=1#page=245Part 1: CASE STUDYIntroductionAdapting to the ever-changing nature of the technology sector is essential for any company hoping to remain competitive in today's economy. As it moves its concentration from hardware to software, Tech Innovations Inc. represents such a turning point in the computer industry. Even if the market is the driving force behind this shift, there will still be major challenges in terms of employee anxiety, knowledge gaps, cultural shifts, and open lines of communication. Adapting to the ever-changing software industry climate requires intensive research and creative solutions to ensure continued success in the face of intense competition.

Current Situation Analysis

Tech Innovations, Inc. is recognized as a frontrunner in the computer hardware sector thanks to the success it has achieved over the years. Because of the company's well-earned reputation for initiating game-changing developments, it has quickly risen to the top of the hardware industry's market. It's possible that the success of Tech Innovations may be traced back to an age when there was a huge demand for tangible goods like consumer electronics and industrial machinery. Despite this, the nature of the commercial world is undergoing profound shifts. It would indicate that a sizable portion of the industry is moving considerably towards software-based solutions. This trend is being driven by a number of factors, including increased consumer expectations, improved connectivity, and the growing relevance of software in boosting user experiences. The chief executive officer of Tech Innovations Inc. came to the conclusion that the firm needed to shift its focus to software development in order to maintain its competitive edge. This choice is particularly important in light of the present state of the market, which places a higher emphasis on the development of software over tangible items. This strategic reorientation is both a reaction to and an effort to capitalize on, recent changes in the software industry. According to Van Veenendaal (235), this transition will not be without its share of obstacles.

Challenges and Areas of Concern:

The announcement of the change in strategic focus came as a surprise to the staff members working at Tech Innovations. The sudden change in direction provoked a broad variety of emotions, ranging from interest to worry, among everyone involved. The staff members are worried about the future of the firm, which has a solid reputation in the hardware market for making significant technical improvements. workers, especially those with substantial histories in hardware-related professions, have expressed worries over the future of their talents in a firm that is increasingly focusing on software. These worries have been brought up by workers. People are concerned about their capacity to maintain their employment and the possibility that they may need to undertake lengthy retraining as a consequence of the unforeseen shift.

The culture of the firm will only slightly be affected as a result of this change. As the focus shifts from the exhilaration of hardware invention to that of software innovation, it is reasonable to be concerned about how the existing culture will change or develop to reflect this shift in strategic emphasis. During these obstacles, Tech Innovations Inc. is faced with the tough decision of deciding whether it will build on its illustrious heritage in the manufacture of hardware or whether it will embrace a future driven by software solutions. The present attitude shows a combination of optimism and pessimism about the future, which is reflective of the importance of a transition plan that is well-executed and important for the success of the organisation on this transformative road.

The employees at Tech Innovations Inc. are concerned and finding it difficult to adapt to the company's strategic change away from hardware and towards software. Let's take a look at the many issues that have arisen as a direct consequence of the recent shift in the company's strategy. There have been quite a few of them.

Job Security: Employees' worries about their future employment are on the rise across all departments. The unanticipated change has made people nervous, especially those who play a large role in hardware-related tasks. Workers' anxiety about potential layoffs is palpable. It is crucial to calm these worries throughout this period of transition to maintain strong morale and foster a sense of stability (Jarosch, 910).

Skillset and Gap Analysis: The company's recent shift in focus to software development has left some workers wondering if their existing skill sets are still valuable. For example, hardware engineers often find themselves in a position where they need to learn new skills relevant to software development. The disparity between existing abilities and those needed to prosper in today's software-driven environment can only be discovered by undertaking a thorough gap analysis. The challenge comes in implementing an effective transition for the workforce and closing these gaps (Akdur, 10).

Cultural Ambiguity: Tech Innovations Inc. has created a one-of-a-kind workplace based on technological improvements in hardware. Concerns have been raised concerning the sustainability of this long-standing culture because of the shift to a software-centric strategy. The team is concerned about how this strategic move would affect the company's values, working dynamics, and norms for cooperation. Insightful leadership and open channels of communication are essential for managing this cultural transformation successfully (Margiono, 320).

Worker Motivation and Engagement: It is essential to maintain high levels of worker satisfaction and output. Many workers' excitement for hardware innovation is endangered by the company's transition toward a software-centric strategy. Employee pride in the company's new direction can be boosted and the possibility of disengagement reduced if leaders pay attention to the factors that drive workers (Riyanto et al., 162).

Communication Challenges: Good communication is crucial at times of significant organizational change. The abrupt change in strategy, however, has made it difficult to get the word out. Employees would appreciate hearing the decision's logic, a vision for the company's future, and concrete steps to help them adjust to the change. Eliminating these roadblocks to communication is essential for establishing trust and ensuring that all employees are on the same page concerning the company's long-term objectives (Nyberg et al., 1970).

Analysis and SolutionTech Innovations Inc. must examine the landscape carefully before making the transition from hardware to software. This section delves into the specifics of this change and provides strategic advice for addressing the identified issues.

1. Analysis of the impact

Employee Motivation: Given the historical emphasis on hardware progress, the shift to software-centric operations may pose a difficulty in motivating staff. Hardware and software developers may be motivated by distinct factors, and this needs to be considered when adopting Herzberg's Two-Factor Theory. To avoid this, management might inquire as to what drives workers, and then adjust salary, incentives, and promotion opportunities to meet the requirements of both the hardware and software teams (Kalogiannidis, 984 996).

The Dynamics of Communication: Times of transition stress the value of direct, honest dialogue. The unfreezing step of Lewin's change management model involves communicating the rationale behind the strategy shift. To keep employees and customers informed, address their concerns, and collect their feedback, the company must establish effective channels of communication. Resistance is lessened and participation is boosted when there is two-way communication. (Bhatt, 54)

Organizational Culture Adaptation: The software-centric reality is here to stay, and with it comes the need to sustain and adapt organizational culture. Using the Cultural Web architecture, the company can assess its current cultural elements and decide which ones need to be changed. Involving workers in this process by asking for their input on creating the new culture helps foster a feeling of ownership and makes the transition smoother (Lubis & Farida, 89).

2. Solutions to Address Skill Gaps

Comprehensive Skill Assessment: It is essential to perform a thorough evaluation of personnel abilities across all divisions. Make the most of the existing situation by identifying its strengths and addressing its weaknesses using the SWOT analysis. This dissection can then serve as the basis for the design of training and growth initiatives (Rivaldo & Septa, 185).

Training Programs: Create training courses that are explicitly targeted toward filling in knowledge gaps. The methods of instruction should incorporate analysis, conceptualization, practice, and reflection following Kolb's Experiential Learning Cycle. This strategy is effective since it caters to a wide range of learning preferences, which in turn increases the possibility that skills will be learned and used appropriately (Ozkeser, 805).

Departmental Collaboration: Foster collaboration between divisions to improve knowledge retention and use. By using Tuckman's model of group development, management may guide groups as they move through the phases of forming, storming, norming, performing, and adjourning. As a result, not only is the team's ability to solve problems improved but morale is boosted as well (Schot et al., 339).

3. Evaluating Risks and Benefits of the Software-Centric Approach

Risk Assessment: Incorporate the Risk Management Framework into the operations and conduct a complete risk assessment. Think about how the strategic shift would be received by employees and customers, and how it might affect the market. Prepare to deal with and reduce the effects of each identified risk (Starr & Chris, 220).

Benefit Analysis: Evaluate the software-centric strategy in light of factors including market demand, potential revenue, and a distinct advantage over the competition (Mishan & Euston).

ConclusionWhen all is said and done, Tech Innovations Inc. will switch gears and focus on software instead of hardware. Problems like employee anxiety, a lack of available talent, a shifting company culture, and a lack of open lines of communication can only be handled with foresight and preparation. When executives consider things like employee morale, training, and cultural adaptation, the organization will be able to weather this transition successfully. A risk-benefit analysis can ensure that Tech Innovations Inc.'s software-centric approach is well-suited to the market, helping the company maintain its position as a frontrunner in the sector.

Assessment 3: Group Case Study and Team Processes (40%)

This assessment is comprised of two (2) parts. The first part focuses on the case study whilst the second part focuses on your own experience in your OB team. You are expected to apply the concepts and theories you have learnt during the unit to specific organisational issues in the case study and your team experience.

The total word limit for Assessment 3 is 3,000words (+ or 10% is acceptable). Assignments that are more than 10% over the word limit will be penalised) and the reference list is excluded from the word count. The assessment is to be uploaded as a WORD document, not as a pdf.

Assessment 3 Part 1: Group Case Study Review (20%)

This part of the assessment will be completed in teams. The teams will be invited and approved by the lecturer during the Unit. On or before the due date, one of the team members will submit the assignment via Turnitin. The due date and time are specified in the Unit Outline's program calendar (at the back of the Unit Outline).

A case study and associated questions that will form the basis of this assessment will be provided by the instructor via Blackboard. You will be asked to review the case study in the context of the relevant OB concepts and theories studied during the unit and answer the questions relating to the case study.

When reviewing your written responses to the questions you should reflect on the following areas:

Is your diagnosis and recommended action practical to implement and/or a good fit for the context presented in the case study?

Is the diagnosis and recommended action you put forward based on a sound theoretical basis?

Have you demonstrated critical thinking skills in responding to these issues, i.e. have you gone beyond description and demonstrated deep, critical analysis to arrive at their recommendations and solutions?

Have you used the appropriate academic writing style and referencing?

Structure, Assessment Criteria and Word Limit

At the beginning of Part 2, you must list the names of each of the team members and their student numbers. Each question must be numbered according to the question number on the question sheet.

Your answers will be assessed on the basis of the assessment criteria listed in this assessments rubric marking (available on Blackboard). These cover Discipline Knowledge and Skills Standard and Written Communication Skills Standard Skills. As the review questions above indicate, the Discipline Knowledge and Skills Standard are of primary importance.

Each answer should be a maximum of 850 words in length (+/- 10%). The word count does not include references or tables. At the end of questions being answered, you must provide a word count for your answer. You will provide references you have used (at least 3 per answer) in Chicago 17B referencing format and upload the final document as a single WORD document, not as a pdf. One group member will be chosen by the group to upload the paper on behalf of the group.

Assessment 3 Part 2: Individual Reflection on group and team processes (20%)

This section of the assignment will be completed and submitted individually by students as a single WORD document, not as a pdf. It will be uploaded into Turnitin by the date and time indicated on the Unit Outline's program calendar (at the end of the Unit Outline).

In this section of the assignment, you will be asked to provide reflection and critical analysis of the experiential learning cycle(s) you have undergone as a member of ateamduring your OB unit. You are asked to focus on what have you learnt about yourself during this unit that will be useful in future group work (either in a study or work setting). You are required to refer to relevant OB theory to support your observation and analysis and specifically to Kolbs experiential learning cycle model: concrete experience; reflective observation; abstract conceptualisation; and active experimentation.

The following questions should help to guide your reflection regarding your experience within a diverse team:

Did your team perform well? If so, why? If not, why not? (Refer to relevant OB theory to support your observation and analysis; provide evidence-based analysis, for example, on the group's principal forms of communication).

What role did you play in helping the team reach its goal (a successful case study analysis, productive group discussions, learning from each other, etc.)? (Refer to relevant OB theory to support your observation and analysis).

What were the strengths and weaknesses of your teams output (i.e. discussions and activities and the case study analysis - what worked particularly well, what could have been done differently?) (Refer to relevant OB theory to support your observation and analysis).

What have you learned about yourself during this unit that will be useful in future group or team work (either in a study or work setting)? (Refer specifically to relevant OB theory to support your observation and analysis and specifically to Kolbs experiential learning cycle model).

Anything else you have learned about working in diverse groups or teams.

When reviewing the analysis of your experience in Part 2, you should consider the following:

Have you demonstrated critical thinking skills in analysing your team experience? That is, have you gone beyond description and have shown that you have critically analysed your teams performance and their role within the team via reference to relevant OB theory/concepts?

Have you demonstrated discipline knowledge skills in identifying what they have learned in the unit that is relevant to your analysis?

Structure, Assessment Criteria and Word Limit

Given that this is a reflective piece of academic writing, it is acceptable to write in the first person; however, you are expected to use an academic style of writing and to refer to the relevant academic literature to support your reflections/critical analysis and include at least 3 references plus the textbook reference in your assignment and use correct referencing with Chicago 17B protocols.

Part 2 is worth 20 marks and will be assessed using the same rubric marking as used for Part 1 (available on Blackboard). Your answer should be a maximum of 1300 words in length (+/- 10%). The word count does not include the reference list. Your word count will need to be included on your cover page.