• Keep your responses within a 1500-word limit.
• The Assignment must be submitted on Blackboard (WORD format only)via the allocated folder.
• Assignments submitted through email will not be accepted. Students are advised to make their work clear and well presented;marks may be reduced for poor presentation. This includes filling in yourinformation on the cover page. Students must mention the question number clearly in their answer. Late submission will NOT be accepted. Avoid plagiarism; the work should be in your own words. Copyingfrom students or other resources without proper referencing will result in ZEROmarks. No exceptions. All answers must be typed using Times New Roman (size 12,double-spaced) font. No pictures containing text will be accepted and willbe considered plagiarism. Submissions without this cover page will NOT be accepted.

I need you to fill this out as of right now in the United States use Google Analytics

Word Count:3000-3500

Assessment Structure & Weighting (Total = 90 marks)

This assessment consists of TWO expanded case studies. Answer ALL questions in BOTH case studies. No shortanswer questions.

Component	Marks
Case Study 1 (UAE): People Resourcing, Selection, Development & Performance	45
Case Study 2 (Global): Motivation, Teams, Leadership, Culture, Work Life Balance & Tech Change	45

Learning Outcomes Assessed

Across the two case studies, you will demonstrate your ability to analyse and apply organisational management concepts including: selection methods and turnover;

interviews and performance appraisal; emotions and motivation; team conflict and

leadership; organisational structure, stress and coping; continuous learning, change and realignment; worklife balance strategies; using IT for organisational change; and

evaluating practice across national/global culture.

CASE STUDY 1 (UAE) OasisEats: Scaling Hiring, Development and Performance in a Regulated, Diverse Labour Market (45 marks)

OasisEats is a UAEbased organic mealprep and delivery company operating across

Dubai and Abu Dhabi. Rapid growth has been driven by corporate partnerships, a surge in appbased orders, and expansion into premium health plans. The company must

recruit and onboard 120 new employees within 10 weeks across four role families: delivery riders, customer support representatives, warehouse coordinators, and team leaders.

The CEO wants a fast, technologyenabled hiring process. The proposed approach includes automated CV parsing, chatbot screening, a short online psychometric assessment, a combination of structured and unstructured interviews, and an

assessmentcentre day for team leader roles. The CEO also wants to introduce a new performance management system tied to customer ratings and deliverytime metrics, with monthly performance reviews.

Challenges have emerged:

• Candidate feedback suggests the process feels opaque, overly automated, and potentially biased.
• Hiring managers disagree on what ‘good’ looks like; job descriptions are inconsistent across departments and locations.
• Turnover in frontline roles has increased sharply, with workload, scheduling unpredictability, and fairness concerns.
• Training is compressed into a single day of elearning plus shadowing; early operational errors are rising.
• The UAE context adds complexity: Emiratisation targets and ethical expectations require transparent, fair, culturally sensitive hiring and development practices.

You have been appointed as an organisational management consultant to redesign OasisEats people resourcing and development system while protecting fairness,

legal/ethical defensibility, and workforce sustainability.

Tasks (Answer ALL)

1. Workforce planning and peoplerelated priorities (8 marks)

Identify the most urgent workforce challenges implied by the case (e.g., capacity, skills gaps, turnover, job clarity, fairness, cultural/legal requirements). Prioritise the top three challenges OasisEats must address in the next 10 weeks and justify your reasoning.

1. Job analysis, job design and competency framework (8 marks)

Choose ONE role family (rider, customer support, warehouse coordinator, or team leader). Explain how you would conduct job analysis (stakeholders, data sources, methods). Produce a competency/KSA profile with 812 competencies, including

proficiency levels for at least three. Explain how this supports fairness and consistency.

1. Selection system design (reliability, validity, fairness) (10 marks)

Design a full selection process for your chosen role. Include stages, tools,

scoring/decision rules, interviewer training, and biasreduction strategies. Justify all choices using reliability, validity, and procedural justice principles.

1. Responsible AI and ethical/legal defensibility (7 marks)

Evaluate risks associated with AIenabled recruitment in this context. Propose at least five safeguards covering governance, transparency, fairness monitoring, human

oversight, and appeal mechanisms.

1. Training needs analysis, training design and transfer (7 marks)

Propose a Training Needs Analysis (organisationtaskperson or performance analysis). Design a 30day onboarding programme (content, methods, schedule). Explain how you will maximise training transfer through workplace support,

motivation, and feedback.

1. Performance appraisal, retention and wellbeing (5 marks)

Design a performance appraisal approach suitable for OasisEats. Include performance standards, an appraisal method, feedback cycle, and link to development. Propose three evidencebased actions to reduce turnover and burnout.

CASE STUDY 2 (GLOBAL) NOVA Care Group: Motivation, Team Dynamics, Culture and TechnologyEnabled Change Across Regions (45 marks)

NOVA Care Group is a multinational healthcare services organisation with sites in Europe, the Middle East, Asia, and North America. NOVA is known for high clinical standards, but has recently faced rising demand, talent shortages, and regulatory

pressures. To improve efficiency, leadership has introduced a digital scheduling platform, productivity dashboards, and hybrid working for nonclinical teams.

Unintended consequences have emerged:

• Roles and workload distribution are contested between clinical and nonclinical teams.
• An ‘alwayson’ culture is developing, with blurred boundaries and emotional exhaustion.
• Employees show reluctance to speak up, contributing to quieter meetings and delayed conflict surfacing.
• A serious incident occurred when a team followed a flawed plan despite concerns-

suggesting groupthink and low psychological safety.

• Regional cultural differences complicate adoption of new systems and leadership expectations.

You have been asked to provide an integrated diagnosis and propose evidencebased solutions that improve motivation, teamwork, leadership, wellbeing, and

technologyenabled change across cultures.

Tasks (Answer ALL)

1. Motivation and emotion at work (10 marks)

Using TWO motivation theories (e.g., selfdetermination, justice, goalsetting),

diagnose how NOVAs practices affect direction, effort, persistence, and wellbeing. Explain risks for engagement and ethical behaviour.

1. Team dynamics, decision quality and conflict management (10 marks)

Analyse the meeting and teamwork problems using concepts such as groupthink, evaluation apprehension, production blocking, and role ambiguity. Propose a plan including improved decision processes, psychological safety practices, and

conflictresolution strategies.

1. Leadership across cultures (8 marks)

Evaluate which leadership styles and decision approaches (transformational,

participative, situational, etc.) fit NOVAs diverse regions. Propose a global leadership framework balancing consistency and cultural sensitivity.

1. Organisational culture and change (9 marks)

Using a culture framework (artefacts/values/assumptions; tightloose; culture vs

climate), diagnose misalignments at NOVA. Then propose a change plan for the tech systems including communication, employee voice, training/support, and success metrics.

1. Stress, wellbeing and worklife balance (8 marks)

Apply the JDR model to explain burnout risk and performance impacts. Propose individual and organisational strategies including workload redesign, supervisor support, autonomy, boundary policies, and positive use of technology.

Marking Criteria (Student Summary)

Each case study is marked out of 45. Markers will look for:

• Accurate and relevant use of module concepts and theory.
• Strong application to the case (clear diagnosis, logical reasoning, use of evidence from the scenario).
• Quality, feasibility and coherence of recommendations.
• Integration across topics (e.g., linking selection to training; linking culture to wellbeing and tech change).
• Professional writing, structure, and APA 7th referencing.

Directions

After reviewing the Engstrom Auto Mirror Plant: Motivating in Good Times and Bad, case study and applying human behavior theories and concepts to develop targeted solutions. you will apply the same process to an actual or workplace experience where you are now.

Specifically, you must address the following rubric criteria:

• The Case Study Analysis Introduction
• Provide case study facts and cited evidence from scholarly resources as validation of your analysis.
  
  • Explain the multiple organizational issues noted within the case study, validating your observations with case study facts.
  • Explain the model of organizational behavior that dominates the managers thoughts and actions in the companys latest reality in the case study. Support your observations with examples from the case study.
  • Provide an analysis of a relevant human behavior theory that you find through scholarly research. You will include your selected theory in the case study root cause analysis.
• Case Study: Root Cause Analysis and Solutions Development
  • Analyze the root causes of known organizational issues from a human behavior perspective, validating your analysis with scholarly research evidence.
  • Create solutions that directly remedy organizational issues by applying human behavior theories and concepts with validation from scholarly research evidence.
  • Recommend strategic actions from sound change management practices that proactively lead organizations by applying human behavior theories and concepts.
  • Explain the value and importance of description, understanding, prediction, and controlas it applies to organizations as an open system.
  • Validate your analysis and recommendations with scholarly cited research
    
  • 
    
• Workplace: Root Cause Analysis and Solutions Development
  • Explain multiple organizational issues found in your chosen organization, ( the railroad as a locomotive engineer) validating them with workplace examples.
  • Analyze root causes of workplace organizational issues from a human behavior perspective by validating your analysis with scholarly research evidence.
  • Create solutions that directly remedy organizational issues by applying human behavior theories and concepts with validation from scholarly research evidence.
  • Recommend step-by-step strategic actions from sound change management practices that proactively lead the organization by applying human behavior theories and concepts .
  • Examine the impact of poorly aligned and administrated human behavior theories and concepts.
  • Validate your analysis and recommendations with scholarly cited research
    

Business Models provide a framework for how to make or how to sell. Watch the video and answer the questions below.

The Explainer:

Conduct a little research on business models. Provide an example of how the industry assigned to you uses either the product and/or marketing business model.

Following is the assigned industry for you to focus on for this week’s business model, please use the first letter of your first name:

AD	Automobiles
EH	Travel Tourism
IL	Health Care
MP	Sporting Goods
QV	Household/Personal Products
WZ	Technology & Software

– I want original text, no plagiarism.

– You can find the instructions in the file. Please read it carefully.

– APA Style

Thanks.

Textbook:

Laudon, K., & Traver, C. (2018). E-commerce: Business, technology, society. 2018. (14th). Upper Saddle River, NJ: Pearson Prentice Hall. ISBN: 978-1-292-25170-7

Module 5: Discussion — Operations Management Strategy

Discussion – Module 5: Discussion — Operations Management Strategy

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Introduction:

How can operations management serve as a strategic enabler rather than just a functional activity, and what are the key elements that should be aligned to ensure an operations strategy supports broader business goals?

Instructions for Initial Post:

Guiding Prompts

1. Role of Operations in Strategy
   • How do Hayes (2025) and McClay (2022) define operations management in the modern context?
   • In what ways can operations be positioned as a core component of strategic decision-making?
2. Elements of Effective Operations Strategy
   • What are the key components of an operations strategy (e.g., cost, quality, flexibility, delivery, innovation)?
   • Refer to the Strategy Story and Trovato (2025): What differentiates successful operations strategies from ineffective ones?
3. Strategic Alignment
   • Based on Reid & Sanders (Ch. 1 & 2), how can operations objectives be aligned with corporate strategy?
   • What tools or models can managers use to ensure this alignment (e.g., competitive priorities model)?
4. Examples and Application
   • Provide a real-world company example where operations strategy enhanced competitive advantage.
   • Can you identify a company where poor alignment between operations and strategy led to underperformance?
5. Emerging Trends and Adaptability
   • How do modern trends (e.g., technology, sustainability, globalization) influence operations strategy development?

Instructions for Responses:

Be sure to engage with your peers by responding thoughtfully to at least two classmates. Soft Word Limit: 500 words.

Module 5: Assignment — Operations Strategy Case

• Due Sunday by 11:59pm
• Points 75
• Submitting a file upload
• File Types docx and pdf

Assignment – Module 5: Assignment — Operations Strategy Case

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Introduction:

Prime Bank of Massachusetts was started in 1964 with James Rogers as CEO, who is now chairman of the board. Prime Bank had been growing steadily since its beginning and has developed a loyal customer following. Today, there are 45 bank locations throughout Massachusetts, with corporate headquarters in New-bury, Massachusetts. The bank offers a wide array of banking services to commercial and noncommercial customers.

Prime Bank has considered itself to be a conservative, yet innovative, organization. Its locations are open Monday-Friday 9-4 and Saturday 9-12. Most of the facilities are located adjacent to well-established shopping centers, with multiple ATM machines and at least three drive-through windows. However, Prime Bank’s growth has incurred certain problems. Having the right amount of tellers available in the bank as well as in the drive-through window has been a challenge. Some commercial customers had recently expressed frustration due to long wait times. Also, the parking lot has often become crowded during peak periods.

While Prime Bank was going through a growth period, the general banking industry had been experiencing tougher competition. Competitors were increasingly offering lower interest rates on loans and higher yields on savings accounts and certificates of deposit. Also, Prime Bank was experiencing growing pains, and something needed to be done soon or it would begin losing customers to competition.

The board, headed by James Rogers, decided to develop a more aggressive strategy for Prime Bank. While many of its competitors were competing on cost, the board decided that Prime Bank should focus on customer service in order to differentiate itself from the competition. The bank had already begun moving in that direction by offering a 24-hour customer service department to answer customers’ banking questions. Yet there were difficulties with this effort, such as poor staffing and not enough telephone lines. James Rogers wanted Prime Bank to aggressively solve all customer service issues, such as staffing, layout, and facilities. He also wanted greater creativity in adding improvements in customer service, such as online banking, and special services for large customers. He believed that improving most aspects of the bank’s operation would give Prime Bank a competitive advantage.

The board presented their new strategy to Victoria Chen, vice president of operations. Victoria had recently been promoted to the V.P. level and understood the importance of operations management. She was asked to identify all changes that should be made in the operation function that would support this new strategy and present them at the next board meeting. Victoria had been hoping for an opportunity to prove herself since she began with the bank. This was her chance.

Completion Instructions:

Case Questions

1. Why is the operations function important in implementing the strategy of an organization? Explain why the changes put in place by Victoria Chen and her team could either hurt or help the bank.
2. Develop a list of changes for the operations function that should be considered by the bank. Begin by identifying operations management decisions that would be involved in operating a bank, for example, layout of facility, staff, drive-through service. Then identify ways that they can be improved at Prime Bank in order to support the strategy focused on customer service.
3. Think of the improvements identified in answering question 2. How different would these improvements be if the bank had a strategy of cutting cost rather than supporting customer service?

Submission Instructions:

Submit a coherent write up in a docx or pdf format on Canvas. While there are no specific guidelines for font size, line spacing, font colors etc., consider this as a report that you would submit to the top management team (TMT) – as such make it an official looking document! Your write should be between 1000-1200 words / 2 pages single spaced / 4 pages double spaced (soft limit). Provide relevant citations.

Formative 1:

There should be clear expectations for the organization’s culture through the development and enforcement of policies and procedures implemented by upper management.

Though, the organizational, individual, and local culture can impact the development of these policies and procedures as well.

Through the past activities in this assessment, you tackled the topics of strategic leadership, change management, policy and procedure development, and how policies impact organizational culture.

Use this information to complete this Formative Assessment to prepare for your Summative Assessment 5.

1. Using the selected issue from Assessment 4, research your selected organization’s current policies and procedures to see which one supports, conflicts, or somewhat aligns with this issue.

• Explain how the issue aligns (or does not align) with the internal policies.
• If there are NO policies and procedures currently in place include what could be included for policies and procedures and how your idea aligns with the issue.

Document Type/Template:

• Word Document

Summative:

This assessment aligns with the competency for this module: Students will use strategic leadership and change management research to understand leadership positioning in the field and support their theory on strategic thought, leadership, and change. This assessment will allow you to write a policy that will help the organization with the issue addressed in Assessment 4.

In this Assessment, you will take the information on policy regarding the issue in Assessment 4 from your Formative Assessment. Use the information you learned about policy development to build a policy to help the organization remedy this issue.

Think forward to your overall final assessment – the virtual town hall meeting. How are you going to use the development of this policy to craft your script for the meeting?

Your policy will include:

1. Purpose of the policy
2. Explain the background issue triggering the development of policy
3. List the team responsible for implementing the policy
4. List of stakeholders impacted by the policy
5. Specify what is acceptable or unacceptable behavior within the policy
6. Specify the consequences of not complying with the policy
7. Provide a date when the policy was developed

Document Type/Template:

• Word Document

Final Assessment: Virtual Town Hall Presentation

Throughout this course, you have read about organizational behavior and the interplay between leadership, culture, policy, and communication. In this Final Assessment, you will build upon the issue that you determined in Assessment 4 and continued working on in Assessment 5. This Summative Assessment will include one deliverable. You will create a Virtual Town Hall Presentation.

Your presentation will include:

1. Development of a presentation that provides a cohesive message to the stakeholders while explaining to internal / external stakeholders the benefit from the change
2. A summary of the organization and incorporate the organizational culture into the message while identifying the issue.
3. The concept of cooperation and innovation into the solution while determining the organizational theory that supports proposed resolution effectiveness
4. Leadership development planning as part of the solution
5. The policy that is being put in place to solve the issue while explaining the proposed resolution

Document Type/Template:

• PPT presentation with video

Formative 1:

There should be clear expectations for the organization’s culture through the development and enforcement of policies and procedures implemented by upper management.

Though, the organizational, individual, and local culture can impact the development of these policies and procedures as well.

Through the past activities in this assessment, you tackled the topics of strategic leadership, change management, policy and procedure development, and how policies impact organizational culture.

Use this information to complete this Formative Assessment to prepare for your Summative Assessment 5.

1. Using the selected issue from Assessment 4, research your selected organization’s current policies and procedures to see which one supports, conflicts, or somewhat aligns with this issue.

• Explain how the issue aligns (or does not align) with the internal policies.
• If there are NO policies and procedures currently in place include what could be included for policies and procedures and how your idea aligns with the issue.

Document Type/Template:

• Word Document

Summative:

This assessment aligns with the competency for this module: Students will use strategic leadership and change management research to understand leadership positioning in the field and support their theory on strategic thought, leadership, and change. This assessment will allow you to write a policy that will help the organization with the issue addressed in Assessment 4.

In this Assessment, you will take the information on policy regarding the issue in Assessment 4 from your Formative Assessment. Use the information you learned about policy development to build a policy to help the organization remedy this issue.

Think forward to your overall final assessment – the virtual town hall meeting. How are you going to use the development of this policy to craft your script for the meeting?

Your policy will include:

1. Purpose of the policy
2. Explain the background issue triggering the development of policy
3. List the team responsible for implementing the policy
4. List of stakeholders impacted by the policy
5. Specify what is acceptable or unacceptable behavior within the policy
6. Specify the consequences of not complying with the policy
7. Provide a date when the policy was developed

Document Type/Template:

• Word Document

Final Assessment: Virtual Town Hall Presentation

Throughout this course, you have read about organizational behavior and the interplay between leadership, culture, policy, and communication. In this Final Assessment, you will build upon the issue that you determined in Assessment 4 and continued working on in Assessment 5. This Summative Assessment will include one deliverable. You will create a Virtual Town Hall Presentation.

Your presentation will include:

1. Development of a presentation that provides a cohesive message to the stakeholders while explaining to internal / external stakeholders the benefit from the change
2. A summary of the organization and incorporate the organizational culture into the message while identifying the issue.
3. The concept of cooperation and innovation into the solution while determining the organizational theory that supports proposed resolution effectiveness
4. Leadership development planning as part of the solution
5. The policy that is being put in place to solve the issue while explaining the proposed resolution

Document Type/Template:

• PPT presentation with video