Reference no: EM133929060

Management and Organisations in a Global Environment

Question 1
Drawing on the case study of Satya Nadella's transformation of Microsoft (Covered in Tutorial 6), and the concepts discussed in the course, answer questions1 and 2. Support your responses with specific references to both the case and lecture materials.

Required:
Using the case study, identify and distinguish between at least two examples of programmed and non-programmed decisions made during the cultural shift. Explain how understanding the difference between these two types of decisions can support managers in effectively addressing complex organisational challenges in a global environment.Support your examples with evidence from the case study.

Question 2
Using the case study,discuss how a company could apply emotional intelligence (EI) to improve decision-making at Microsoft. How did Satya Nadella's approach to empathy and communication influence the quality of decisions made by the senior management team? Reflect on the role of EI in overcoming biases and fostering collaboration in multicultural and diverse organisational environments.Use specific examples from the case study to illustrate Nadella's use of EI in decision-making. Get expert online assignment help in the USA.

Question 3
GlobalTech Solutions is a multinational software company that once thrived on a culture of collaboration, curiosity, and shared learning. The company's founding values were embedded in its practices-from hiring and team communication to reward systems and leadership behaviour.

However, since the appointment of a new CEO, there has been a strategic shift toward short-term financial performance. Hiring is now based on individual sales metrics, rewards are tied to personal targets, and promotions often bypass long-serving employees in favour of fast-track recruits with high individual output. Interdepartmental communication has broken down, collaboration is rare, and teams operate in silos.

Employee engagement has declined. Some staff blame each other for poor outcomes, others disengage quietly, and many high-potential employees have resigned. Internal surveys show rising stress, dissatisfaction, and a loss of belief in leadership.

Required:
a. Based on the scenario above, produce the graphical model of the three organisational pathologies studied in class. Identify which specific pathology GlobalTech Solutions is currently experiencing. Support your answer with evidence from the case and be sure to clearly label your model and explain how the symptoms in the case align with one of the three types of pathology.

b. Discuss the recommended treatment approach for the identified pathology, as outlined in the model. Propose two practical actions that GlobalTech's leadership could take to implement this treatment and realign the organisation with its core values. (Hint: Your suggestions should demonstrate an understanding of organisational values, leadership behaviour, and cultural alignment).

Question 4
NovaTech Consulting is a mid-sized professional services firm experiencing rapid growth. As it expands into new markets, roles and responsibilities have become increasingly ambiguous. A recent restructuring has created overlapping responsibilities between project managers and department heads, leading to tension over decision-making authority.

Several employees have noticed that advancement often seems to depend more on informal networks and alignment with powerful senior managers than on merit or performance. Certain leaders use their expertise to influence others, while others rely on position power or personal charisma to get things done.

Employees are beginning to express frustration, as decisions are made behind closed doors and communication is becoming less transparent. There's a growing sense that organisational politics, rather than clear strategy or policy, are shaping key decisions.

Required:
a) Identify and explain two conditions present at NovaTech that are likely contributing to the rise of organisational politics. How might these conditions impact employee morale and organisational effectiveness?

b) Using French and Raven's five bases of power, identify two different types of power being exercised by leaders at NovaTech. How might each type influence political behaviour within the firm?

Question 5
A well-established manufacturing company is shifting from a traditional hierarchical structure to a more decentralized, team-based structure in response to market pressures for increased agility and innovation. The change is causing anxiety among long-serving employees, who are resistant to giving up their formal roles and reporting lines.

Required:
Which change model-Lewin's, Kotter's, or Cooperrider's Appreciative Inquiry-would be most effective in guiding this structural transformation? Justify your choice with reference to the model's stages, the nature of the change, and the specific challenges in the scenario.