Q1: Seven features of Organizational Management

1. Strategic Planning: Organizational management involves setting long-term goals and

formulating strategies to achieve them. This includes assessing the external
environment, identifying opportunities and threats, and aligning the organization's
resources and capabilities to capitalize on opportunities.

2. Decision-making: Effective management entails making informed and timely

decisions to address challenges and capitalize on opportunities. Decision-making
involves evaluating alternatives, considering risks, and choosing the best course of
action that aligns with the organization's objectives.

3. Organizational Structure: Establishing a clear organizational structure is essential for

efficient operations. This includes defining roles, responsibilities, and reporting
relationships, ensuring smooth communication and coordination within the organization.

4. Human Resource Management: Managing human capital is crucial for organizational

success. This feature involves recruitment, training, performance evaluation, and
employee development to enhance productivity and foster a positive work environment.

5. Financial Management: Effective financial management ensures the organization's

financial health and sustainability. This involves budgeting, financial planning, cost
control, and financial reporting to optimize resources and allocate funds strategically.

6. Risk Management: Organizational management must identify potential risks and

develop strategies to mitigate them. This includes assessing internal and external risks,
implementing risk reduction measures, and having contingency plans in place.

7. Communication: Effective communication is vital for smooth operations and

employee engagement. Organizational management ensures the flow of information
throughout the organization, promoting transparency, and facilitating collaboration.

In conclusion, organizational management involves strategic planning, decision-making,

establishing an organizational structure, human resource management, financial
management, risk management, and fostering effective communication to drive the
organization towards its goals successfully.
Q2: Benefits of the application of the Organization Structure feature:
The application of an effective organizational structure promotes streamlined
operations, enhances communication, and increases overall productivity. It clarifies
roles and responsibilities, minimizing duplication of efforts and conflicts. Employees
understand their reporting lines, leading to better decision-making and quicker problem-
solving. Additionally, it facilitates the efficient allocation of resources, supports growth,
and enables the organization to adapt to changing circumstances more effectively.
Q3 a): comparison and contrast of the Traditional and Flat organizational
hierarchy by explaining the relevance of both origination features:
Traditional Hierarchy:

Relevance: The traditional hierarchy is often employed in large and established

organizations where clear lines of authority and control are crucial. It provides a stable
and well-defined organizational structure, allowing for efficient coordination and control
of complex operations. In industries with standardized processes and a focus on
consistency, the traditional hierarchy can ensure adherence to established procedures
and policies.

Contrast: One of the drawbacks of the traditional hierarchy is that it can lead to
bureaucratic inefficiencies and slow decision-making. Communication may be hindered
as information passes through multiple layers of management. Additionally, the rigid
structure may stifle innovation and creativity, as employees may feel constrained by
their specialized roles and limited autonomy.

Flat Organization:

Relevance: Flat organizations are relevant in dynamic and innovative environments,

such as startups or tech companies. They foster a collaborative and agile culture, where
employees have more autonomy and are encouraged to participate in decision-making.
This structure promotes faster communication, allowing for quick responses to market
changes and opportunities.

Contrast: Flat organizations may face challenges as they grow larger or become more
complex. Without clearly defined reporting lines, it can be difficult to maintain
consistency and accountability. Additionally, decision-making authority dispersed across
employees may lead to conflicts or lack of alignment. Flat organizations may also
require strong leadership and a clear company vision to avoid potential chaos.

In summary, both organizational structures have their relevance based on the specific
needs and context of the organization. The traditional hierarchy suits stable
environments with a focus on control and efficiency, while flat organizations are better
suited for dynamic and innovative settings, emphasizing agility and employee
empowerment. Organizations must carefully assess their objectives, industry, and
growth stage to determine which structure aligns best with their goals and values.
Q3 b): the ideal situation where the traditional and Flat organisaion structures are
applied:
The ideal situation for applying the traditional hierarchy would be in large, established
organizations that operate in stable and predictable environments. Examples of such
situations include:

1. Established Corporations: Large corporations with well-defined roles and established

processes benefit from the traditional hierarchy to maintain control and ensure efficient
operations.

2. Manufacturing Industries: Industries with standardized production processes and a

focus on consistency often utilize the traditional hierarchy to manage the various stages
of production effectively.

3. Government Agencies: Government organizations often employ a traditional

hierarchy to ensure clear lines of authority and accountability in delivering public
services.

4. Military and Defense: Military organizations require a strict chain of command for
effective coordination and decision-making, making the traditional hierarchy an
appropriate choice.

On the other hand, the flat organization structure is ideal in more dynamic and
innovative environments, particularly for smaller or startup companies. Examples of
such situations include:

1. Startups: In the early stages of a startup, a flat organization promotes quick decision-
making and encourages employees to take ownership of their work, fostering a culture
of innovation and adaptability.

2. Creative and Tech Industries: Industries that require rapid innovation and
collaboration, such as software development or creative agencies, often benefit from a
flat structure that encourages open communication and idea-sharing.
3. Project-Based Organizations: Companies engaged in project-based work can utilize a
flat structure to assemble cross-functional teams, enabling efficient collaboration and
flexibility to adapt to changing project requirements.

4. Knowledge-Intensive Businesses: Organizations where knowledge and expertise are

critical assets may find a flat structure beneficial as it empowers employees to
contribute their specialized skills more freely.

In conclusion, the ideal situation for applying each organizational structure depends on
the specific characteristics of the organization, its industry, and the nature of its
operations. The traditional hierarchy suits stable and established environments that
require control and efficiency, while the flat organization structure thrives in dynamic
and innovative settings that prioritize agility and employee empowerment. Organizations
should carefully assess their unique needs and objectives to determine which structure
is best suited for their success.
Q4 a): Commanding and Visionary leadership styles by Daniel Goleman, their
benefits, applications and pitfalls:
Commanding Style:
- Benefits: The commanding style, also known as the authoritative style, is effective in
times of crisis or when quick and decisive action is needed. Leaders using this style
provide clear directions and expect immediate compliance. It can be valuable in
situations where employees require strong guidance and lack clarity. The commanding
style can instill a sense of urgency and drive results when time is of the essence.

- Applications: This leadership style is suitable for emergency situations, turnaround

scenarios, or when a leader with strong expertise needs to take charge to resolve
critical issues. It can also be beneficial when dealing with inexperienced or unmotivated
team members who need firm direction.

- Pitfalls: The commanding style can lead to negative outcomes if used excessively or
inappropriately. Over-reliance on this style may stifle creativity and hinder employee
engagement. It can create an autocratic and hierarchical culture, which might result in
resentment and disengagement among team members. The lack of participative
decision-making may lead to a decrease in employee morale and commitment.

Visionary Style:
- Benefits: The visionary style focuses on inspiring and motivating employees by
providing a compelling vision of the future. Leaders using this style paint a clear picture
of where the organization is heading and rally their teams around a shared purpose.
This style can foster innovation, creativity, and a sense of belonging, as employees feel
connected to a meaningful mission.

- Applications: The visionary style is particularly valuable during times of change, when
a leader needs to create buy-in for a new direction or strategy. It can also be beneficial
when a team is facing challenges and needs inspiration to overcome obstacles. This
style is effective when leaders want to empower employees and encourage their active
involvement in shaping the organization's future.

- Pitfalls: While the visionary style can be highly motivational, it may fall short if the
leader's vision is too distant or disconnected from the team's reality. Leaders must
ensure that their vision is feasible and aligned with the organization's capabilities.
Additionally, excessive focus on the vision without addressing day-to-day concerns and
practical details can lead to frustration and a lack of clarity among team members.

In summary, the commanding style is effective in crisis situations and with

inexperienced team members but may hinder employee engagement if overused. The
visionary style inspires and motivates employees by providing a clear direction and
purpose, making it valuable during times of change, but it must be grounded in reality to
avoid unrealistic expectations. Successful leaders often combine various styles based
on the situation and the needs of their team and organization.
Q5: the 3 Critical steps in the strategic Planning process:
Environmental Analysis, Goal Setting and Strategy formulation are the 3 strategic
planning steps.
Q6: Benefits of using the SWOT analysis in the strategic planning process:
The SWOT analysis (Strengths, Weaknesses, Opportunities, and Threats) is a valuable
tool in the strategic planning process, providing several benefits. Firstly, it helps
organizations gain a clear understanding of their internal strengths and weaknesses,
enabling them to capitalize on their advantages and address areas for improvement.
Secondly, by assessing external opportunities and threats, organizations can identify
potential avenues for growth and anticipate challenges in the competitive landscape.
The SWOT analysis aids in aligning the organization's resources, capabilities, and
goals, fostering a more focused and effective strategic planning process. Overall, it
enhances decision-making, supports a proactive approach to risk management, and
ensures the strategic plan is well-informed and adaptable to the dynamic business
environment.
Q7: plotting of the items into SWOT analysis
ITEM: SWOT AREA to be inserted in:
Identify which areas are the Internal Strength
Sources
Identify which areas are the External Opportunities
forces
Capabilities Strength
Business / product development Strength
Political and economic effects Threat
Market demand Opportunity
Positive financial reserves Strength
Timescale and Deadline pressures Weakness
Q8: The LEWIN’S CHANGE MANAGEMENT MODEL
Lewin's Change Management Model, developed by Kurt Lewin, is a three-stage
approach for effectively managing organizational change. The model is often
represented as "Unfreeze, Change, and Refreeze," and it provides a structured
framework to understand the process of transitioning from the current state to a desired
future state.

1. Unfreeze: The first stage involves preparing the organization for change. This step
acknowledges that individuals and systems within the organization are often resistant to
change due to the comfort and familiarity of the current state. To "unfreeze," leaders
must create awareness of the need for change and help employees recognize the
shortcomings of the existing practices or processes. Effective communication and
engagement are critical during this phase to gain support and build a sense of urgency
for change.

2. Change: The second stage involves implementing the desired changes. This is the
phase where the organization actually makes the transition to the new state. It may
involve restructuring processes, introducing new technologies, altering job roles, or
revising organizational culture. This stage can be challenging, as it requires strong
leadership, effective communication, and support for employees as they adapt to the
changes. Leaders need to ensure that employees receive the necessary training and
resources to embrace the new ways of working successfully.

3. Refreeze: The final stage of Lewin's model is about stabilizing and solidifying the
changes in the organization. In this phase, the new processes and practices become
the norm, and employees start to internalize the new ways of doing things. The goal is
to make the changes a permanent part of the organization's culture and operations. By
"refreezing," the organization reinforces the changes, making them the new status quo
and reducing the likelihood of reverting to the old ways.

Key Principles of Lewin's Change Management Model:

- Gradual Progression: Lewin's model emphasizes the importance of taking a step-by-
step approach to change, allowing individuals and organizations to adapt gradually.
- Employee Involvement: Involving employees in the change process fosters ownership
and commitment, making it more likely for the changes to be embraced and sustained.
- Open Communication: Effective communication is essential throughout the change
process to address concerns, provide clarity, and build trust.
- Flexibility: The model recognizes that change can be dynamic and unpredictable, and
organizations may need to adjust their strategies based on feedback and outcomes.

Lewin's Change Management Model is a valuable tool for leaders and organizations
seeking to navigate the complexities of change. It helps leaders understand the stages
of change and the factors that influence successful implementation, ultimately leading to
positive and lasting transformation within the organization.
Q9: how Herd Mentality and Confirmation Bias being 2 of many common biases,
can effect the effective decision making:
Herd Mentality:
Herd mentality, also known as herd behavior or groupthink, refers to the tendency of
individuals to follow the actions and decisions of the majority without critical evaluation.
In decision-making, this bias can have the following effects:

1. Lack of Independent Thinking: In a herd mentality, individuals may suppress their

own opinions and ideas to conform to the group's consensus. This can lead to a lack of
independent thinking and critical analysis of alternative options.

2. Ignoring Contrary Evidence: People may ignore or downplay contrary evidence or

viewpoints to maintain group cohesion and avoid conflict. This can result in overlooking
potential risks or flaws in the chosen course of action.

3. Amplification of Mistakes: If a group collectively makes a wrong decision, the herd

mentality can lead to the amplification of mistakes, as individuals may hesitate to speak
up or challenge the prevailing group opinion.

Confirmation Bias:
Confirmation bias is the tendency to favor information that supports pre-existing beliefs
or hypotheses while ignoring or downplaying contradictory evidence. In decision-
making, this bias can have the following effects:

1. Selective Information Gathering: Individuals may seek out information that confirms
their existing beliefs, leading to a limited and biased perspective. This can result in an
incomplete understanding of the situation and potential blind spots.

2. Limited Consideration of Alternatives: Confirmation bias can lead decision-makers to

focus primarily on evidence that aligns with their initial inclinations, leading them to
overlook alternative options that might be more viable.
3. Reinforcement of Prejudices: When decision-makers only consider confirming
information, it can reinforce their existing prejudices and stereotypes, preventing them
from making objective and unbiased decisions.

Combining Herd Mentality and Confirmation Bias:

When both biases are present simultaneously, they can reinforce each other,
exacerbating the negative effects on decision-making. Groupthink in a herd mentality
can lead to collective confirmation bias, where the group members reinforce and
validate each other's biased beliefs without critical scrutiny. This can result in decisions
based on flawed or limited information, which may lead to suboptimal outcomes and
missed opportunities.

To mitigate the effects of these biases on decision-making, it is crucial to foster a culture

of open communication, encourage diverse perspectives, and actively challenge
prevailing assumptions. Leaders should promote critical thinking and create an
environment where individuals feel comfortable expressing dissenting views without fear
of reprisal. Additionally, using structured decision-making frameworks and seeking input
from independent experts can help counteract the influence of herd mentality and
confirmation bias, leading to more effective and informed decisions.
Q10: name of 8 abilities or skills that are required to carry out the competent
decision making as a leader:
1. Analytical Skills: Effective leaders need strong analytical skills to assess complex
situations, gather relevant data, and identify patterns or trends that inform their decision-
making process.

2. Critical Thinking: Critical thinking involves the ability to objectively analyze

information, evaluate alternatives, and consider potential outcomes to make well-
reasoned decisions.

3. Problem-Solving: Leaders must be adept at identifying and defining problems,

exploring possible solutions, and implementing effective strategies to address
challenges and achieve goals.

4. Emotional Intelligence: Emotional intelligence enables leaders to understand and

manage their emotions and those of others. This skill is crucial for empathetic decision-
making and fostering positive relationships within the team and organization.

5. Communication: Effective communication skills allow leaders to articulate their

decisions clearly, listen to feedback, and convey expectations to team members,
ensuring everyone is aligned and on the same page.

6. Adaptability: Leaders need to be adaptable in dynamic environments, embracing

change and adjusting their decisions when new information or circumstances arise.

7. Visionary Thinking: The ability to think strategically and envision the long-term
direction of the organization helps leaders make decisions that align with the overall
vision and mission.

8. Decisiveness: Being able to make timely and confident decisions, even in ambiguous
situations, is essential for effective leadership and driving progress within the
organization.
These abilities and skills collectively empower leaders to make competent decisions
that lead to positive outcomes for their teams and organizations. By continually
developing and honing these capabilities, leaders can enhance their decision-making
processes and drive success in their roles.
Q11 a) Comparison and contrast in between the ways of determining the
company culture
There are several ways mentioned for determining company culture. Let's compare and
contrast these methods:

1. Interviews and Surveys:

- Comparison: The article mentions using interviews and surveys to understand
cultural fit and how employees perceive the organization's culture.
- Contrast: The subjective nature of interviews and surveys can lead to biases and
may not provide a comprehensive view of the entire culture. Employees might be
hesitant to provide honest feedback, fearing potential consequences.

2. Observations and Shadowing:

- Comparison: The article suggests observing how employees interact and work within
the organization to gain insights into the company culture. Shadowing provides a more
immersive experience.
- Contrast: While observations and shadowing can provide firsthand experiences, they
might be time-consuming and resource-intensive, especially in larger organizations. The
presence of an observer may also influence employee behavior.

3. Organizational Artifacts:
- Comparison: The article emphasizes examining organizational artifacts, such as
mission and value statements, to understand the culture.
- Contrast: While artifacts can offer some insights, they may not fully represent the
actual behaviors and attitudes of employees, as they might reflect aspirational rather
than lived culture.

4. Employee Onboarding and Training:

- Comparison: The article mentions using onboarding and training to impart the
company's values and expected behaviors to new employees.
- Contrast: While onboarding and training can help introduce the desired culture, they
might not provide an accurate picture of the existing culture or how it is experienced by
long-term employees.
5. Cultural Assessments and Surveys:
- Comparison: The article doesn't explicitly mention cultural assessments and surveys,
but it discusses the importance of defining culture precisely and measuring specific
behaviors.
- Contrast: Cultural assessments and surveys can provide more structured and
quantifiable data about company culture. They offer standardized ways of measuring
culture, but they may still not capture all the nuances and complexities of the culture.

6. Employee Reviews and Feedback:

- Comparison: The article doesn't focus explicitly on employee reviews, but it
highlights the significance of feedback and understanding employees' day-to-day
experiences.
- Contrast: Employee reviews and feedback can provide valuable insights into cultural
aspects, but they may not holistically reflect the overall culture, as they are often tied to
individual performance evaluations.

Overall, the methods mentioned in the article tend to focus on understanding the
existing company culture and assessing how it is perceived and experienced by
employees. While some methods, such as interviews and observations, offer subjective
and qualitative insights, others, like cultural assessments and surveys, provide more
structured and quantitative data. To obtain a comprehensive understanding of company
culture, a combination of these methods is often recommended to triangulate
information from different sources.
Q11 b) The recruitment methods that determine a candidate is "Fit"
Recruitment methods to determine a candidate's fit involve assessing whether the
individual's values, attitudes, behaviors, and work style align with the organization's
culture and requirements. Here are some common methods used to evaluate candidate
fit:

1. Behavioral Interviewing: Conducting behavioral interviews allows recruiters to ask

candidates about their past experiences and actions in specific situations. By exploring
how candidates have handled various scenarios in the past, recruiters can gauge
whether their behaviors align with the organization's values and culture.

2. Cultural Fit Surveys: Using pre-employment surveys, recruiters can assess a

candidate's fit based on their responses to questions about work preferences, values,
and work environment preferences. These surveys help identify candidates who share
the organization's cultural attributes.

3. Assessment Tests: Certain psychometric assessments can measure personality

traits, values, and cultural preferences. These tests provide insights into how well a
candidate's attributes match the company culture.

4. Job Shadowing: Allowing candidates to spend time observing employees and teams
at work provides them with a real-life glimpse of the company culture and work
environment. This immersive experience helps candidates assess whether they feel
comfortable and can adapt to the organization's culture.

5. Reference Checks: Speaking with the candidate's previous employers and

colleagues can provide valuable insights into their work style, interpersonal skills, and
cultural fit in previous workplaces.

6. Panel Interviews: Conducting interviews with multiple interviewers, including potential

team members and other stakeholders, helps gather different perspectives on a
candidate's fit within the team and organization.
7. Values and Culture-Based Questions: Including questions in the interview process
that directly address the organization's values and culture can prompt candidates to
share their thoughts on these aspects and reveal how well they align with them.

8. Role-Play Exercises: In certain industries, conducting role-play exercises or

simulations can help assess how candidates handle real-life scenarios that reflect the
organization's culture and work environment.

9. Trial Periods or Probationary Hires: Some organizations opt for trial periods or
probationary hires, allowing candidates to work within the company for a limited time to
evaluate their fit before making a permanent decision.

10. Employee Referrals: Referral programs often lead to candidates who already have
some familiarity with the organization's culture, as they've been recommended by
current employees.

It's important to note that while assessing cultural fit is essential, it should be done in
conjunction with evaluating a candidate's skills, qualifications, and potential for growth.
The goal is to find candidates who not only have the required competencies but also
align well with the organization's values and work environment for long-term success
and employee satisfaction.
Q11 c) Ways that bias may creep into the recruitment process
Bias can subtly or unknowingly creep into the recruitment process, leading to unfair and
discriminatory practices. Here are some ways bias may manifest during recruitment:

1. Implicit Bias: Implicit biases are unconscious attitudes or stereotypes that individuals
hold about certain groups. These biases can influence recruiters' perceptions and
judgments about candidates based on factors like race, gender, age, or ethnicity,
leading to preferential treatment or unfavorable decisions.

2. Halo and Horn Effect: The halo effect occurs when a recruiter is impressed by one
positive attribute of a candidate and consequently views all other aspects of the
candidate more positively than they objectively deserve. Conversely, the horn effect
occurs when one negative characteristic influences a negative perception of the
candidate's overall suitability.

3. Similarity Bias: Recruiters might be drawn to candidates who share similar

backgrounds, experiences, or interests with themselves or current employees, resulting
in a lack of diversity in the workforce.

4. Confirmation Bias: Recruiters may seek information that confirms their preexisting
beliefs about a candidate, while disregarding or downplaying evidence that contradicts
those beliefs.

5. Name and Appearance Bias: Unconscious biases related to names, appearances, or

accents can lead to assumptions about a candidate's background, nationality, or
ethnicity, influencing hiring decisions.

6. Stereotyping: Stereotyping involves making assumptions about candidates based on

their membership in a particular group, leading to unfair judgments and decisions.

7. Ageism: Recruiters may hold biases against candidates based on their age,
assuming that younger or older individuals may not be as competent or adaptable as
their counterparts.
8. Unstructured Interviews: Unstructured interviews, where the questions and evaluation
criteria are not consistent among candidates, can open the door to subjective judgments
and biases.

9. Availability Bias: Recruiters might unconsciously favor candidates who are readily
available or easily accessible, such as those from the same geographical location or
alma mater.

10. Affinity Bias: Recruiters may have a natural affinity towards candidates who share
their interests, hobbies, or affiliations, leading to biased decisions.

To mitigate bias in the recruitment process, organizations can adopt various strategies,
such as:

- Implementing structured interviews with standardized questions for all candidates.

- Utilizing blind recruitment practices, such as removing names and demographic
information from resumes during initial screening.
- Training recruiters and hiring managers on unconscious bias awareness and
mitigation.
- Establishing diverse recruitment panels to evaluate candidates from different
perspectives.
- Setting clear and objective criteria for evaluating candidates' qualifications and fit.
- Monitoring recruitment data and outcomes to identify potential biases and make
necessary adjustments.

By being proactive in addressing bias, organizations can foster a fair and inclusive
recruitment process that leads to a more diverse and talented workforce.
Q12: three ways that the company is maintaining high levels of engagement with
their employees:
In the article, three ways that London Overground Rail Operations Limited (LOROL) is
maintaining high levels of engagement with their employees are:

1. **Effective Communication Methods**: LOROL understands the importance of

engaging employees at the frontline, even though they are scattered across multiple
sites. To achieve this, the company embraces simple and effective communication
methods like marker boards in stations. These boards likely provide important updates,
announcements, and other relevant information to frontline staff, helping them stay
connected and informed.

Additionally, LOROL has introduced a mobile app for frontline staff, which keeps them
up-to-date with issues on the lines. This high-tech approach ensures that employees
have easy access to real-time information and updates, fostering better communication
and engagement.

2. **Increased HR Visibility and Partnerships**: LOROL recognizes the significance of

HR's presence "out in the business" to enhance engagement. As part of their
engagement efforts, everyone in the HR team, including HR business partners,
administrators, and payroll staff, goes out into the business once a month. This strategy
allows HR professionals to interact with employees directly, understand their needs, and
add value to their work experience.

Furthermore, LOROL partners with its unions to promote various HR initiatives, such as
learning and development opportunities. By collaborating with union representatives,
LOROL can effectively communicate the benefits and opportunities available to
employees, further strengthening engagement.

3. **Employee Involvement and Recognition**: LOROL actively involves employees in

driving engagement. They asked teams to come up with ideas to further boost
engagement, and the employees' suggestions included holding smaller events that
bring together senior managers and frontline staff more frequently. This participative
approach empowers employees and fosters a sense of ownership in the engagement
process.

Additionally, LOROL runs a competition centered around its vision and values. They
encourage teams to create videos or photos that demonstrate how they relate to the
organizational values. By involving employees in such creative initiatives, LOROL
reinforces its culture and mission, creating a more engaged workforce.

Moreover, LOROL has implemented a thriving recognition scheme, exemplified by their

"Shining Stars" awards, which includes an "Unsung Hero" category. Recognizing and
appreciating employees' contributions through such programs reinforces positive
behaviors and motivates employees to excel further, thus enhancing overall
engagement.

In summary, the three ways LOROL maintains high levels of engagement with their
employees are effective communication methods (marker boards and mobile app),
increased HR visibility and partnerships, and employee involvement and recognition
initiatives. These strategies collectively contribute to LOROL's impressive engagement
scores and ongoing commitment to keeping employees engaged and motivated.
Q12 b): the reasons why the employee engagement is getting better by using these
methods or strategies:
The strategies employed by London Overground Rail Operations Limited (LOROL) are
proving beneficial for staff engagement in several ways:

1. **Improved Communication and Connection**: Effective communication methods

such as marker boards in stations and a mobile app for frontline staff facilitate better
communication and connection between the company and its employees. When
employees receive timely updates, important announcements, and relevant information
through these channels, they feel more informed and engaged with the organization's
activities and goals. This sense of connection can lead to higher levels of engagement
as employees feel valued and included in the company's operations.

2. **Increased Employee Empowerment**: Involving employees in the engagement

process empowers them to voice their opinions, contribute ideas, and be active
participants in shaping the work environment. By soliciting suggestions from teams and
implementing their feedback, LOROL demonstrates a commitment to listening to
employees' needs and acting on them. This approach fosters a sense of ownership and
pride among employees, making them more invested in the company's success and
more likely to remain engaged in their roles.

3. **Positive HR Presence and Partnerships**: The increased visibility of HR

professionals "out in the business" helps create a positive image of the HR department
as approachable and supportive. When HR personnel interact directly with employees,
addressing their concerns, offering assistance, and showcasing the positive impact of
HR initiatives, it reinforces the value of HR within the organization. This positive
perception of HR can lead to increased trust and openness among employees, making
them more willing to engage with HR programs and initiatives.

4. **Alignment with Organizational Values**: LOROL's competition around its vision and
values encourages teams to demonstrate how they relate to these guiding principles. By
involving employees in showcasing the alignment with these values, LOROL reinforces
a strong organizational culture. When employees feel connected to the company's
mission and values, they are more likely to feel a sense of purpose and meaning in their
work, which can significantly impact their level of engagement.
5. **Recognition and Appreciation**: The thriving recognition scheme, including the
"Shining Stars" awards with an "Unsung Hero" category, provides employees with a
sense of appreciation and acknowledgment for their efforts and contributions.
Recognizing employees' hard work and dedication boosts morale and creates a positive
work environment. When employees feel valued and recognized, they are more likely to
be motivated and committed to their roles, leading to higher levels of engagement and
productivity.

Overall, these strategies contribute to creating a work culture that emphasizes

communication, employee involvement, recognition, and alignment with the
organization's values. By fostering a positive and engaging work environment, LOROL
can attract and retain talented employees, increase job satisfaction, and ultimately
improve overall organizational performance.
Q13 a)
Title: Focusing on People Strategies: The HR Profession's Evolution and Key
Priorities

Summary:
This article highlights the evolution of the HR profession, moving beyond traditional
personnel functions to playing a significant role in boardrooms and influencing business
decisions. While HR has prioritized equality, diversity, inclusion, and employee
wellness, the focus on these areas has resulted in a neglect of talent management and
succession planning. This oversight has contributed to a high employee turnover,
especially among Generation Z employees who value career development. The article
stresses the need for business leaders, with HR's support, to get back to basics and
prioritize people strategies for long-term success.

Key Messages:
1. HR's Evolution: The HR profession has transformed from traditional personnel roles
to being a strategic partner in business decision-making.
2. Neglect of Talent Management: Overemphasis on equality, diversity, and wellness
has led to a lack of attention to talent management and succession planning, resulting
in high turnover rates.
3. Importance of Employee Development: Gen Z employees prioritize career
development, making it crucial for businesses to invest in their growth.
4. The Power of Candidates: In a candidate-driven market, organizations must offer
opportunities for skills development to attract and retain top talent.
5. People Strategies for Success: Business leaders need to refocus on people
strategies with HR's guidance to maintain a skilled and motivated workforce.

Suggestions based on theories learned:

1. Theory: Maslow's Hierarchy of Needs
Suggestion: HR professionals can apply Maslow's theory to understand employees'
needs for career growth and development. By ensuring opportunities for personal and
professional growth, businesses can fulfill higher-level needs, leading to increased job
satisfaction and reduced turnover.
2. Theory: The Learning Organization
Suggestion: Adopting the principles of the learning organization can help businesses
create a culture of continuous learning and development. Encouraging a growth mindset
and providing various learning opportunities can enhance employee skills and increase
their commitment to the organization.

3. Theory: Situational Leadership

Suggestion: Employing the situational leadership model can help HR professionals tailor
their leadership approach to individual employees' developmental readiness. By
providing the right level of support and direction, businesses can nurture talent
effectively and maximize their potential.

4. Theory: Employee Engagement

Suggestion: Prioritize employee engagement initiatives to foster a sense of purpose and
belonging within the organization. Engaged employees are more likely to be committed
to their careers and less inclined to seek opportunities elsewhere.

5. Theory: Career Development and Succession Planning

Suggestion: Implement comprehensive career development and succession planning
programs to identify and nurture high-potential employees. Offering clear growth paths
and challenging opportunities can significantly improve talent retention.

By combining these theoretical concepts with practical strategies, businesses can

create a people-centric approach that aligns HR efforts with organizational goals,
leading to a more engaged and productive workforce.