Assignment 2 MGT101 (1st Term 2021-2022) Case Study Deadline: 20/11/2021 @ 23:59

Assignment 2 MGT101 (1st Term 2021-2022) Case Study Deadline: 20/11/2021 @ 23:59

Assignment 2 MGT101 (1st Term 2021-2022)

Case Study

Deadline: 20/11/2021 @ 23:59

Course Name: Principles of Management

Student’s Name:

Course Code: MGT101

Student’s ID Number:

Semester: 1st

CRN:

Academic Year: 1442/1443 H, 1st Term

For Instructor’s Use only

Instructor’s Name:

Students’ Grade: /5

Level of Marks: High/Middle/Low

Instructions – PLEASE READ THEM CAREFULLY

This assignment is an individual assignment.

Due date for Assignment 2 is by the end of Week 11.(20/11/2020)

The Assignment must be submitted only in WORD format via 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 your information on the cover page.

Students must mention question number clearly in their answer.

Late submission will NOT be accepted.

Avoid plagiarism, the work should be in your own words, copying from students or other resources without proper referencing will result in ZERO marks. No exceptions.

All answered must be typed using Times New Roman (size 12, double-spaced) font. No pictures containing text will be accepted and will be considered plagiarism).

Submissions without this cover page will NOT be accepted.

Assignment Purposes/Learning Outcomes:

After completion of Assignment-2 students will able to understand the

1. Examine management issues and practices in motivation; organizational culture, structure, and behavior; team dynamics; and communication.

2. Relate motivational theories to motivating and demotivating factors.
3. Know and discuss manager’s role in motivating employees.

Assignment-2

Case Study

In September 2018, Mohammed Salim joined KAAF Software Solutions (KAFF) as a Senior Programmer, with a handsome pay. Prior to this job, he worked successfully as an Assistant Programmer in Gant Computers (Gant). Salim felt that working for KAFF, there are better career prospects, as it was growing much faster than Gant, which was a relatively small company.

Although Salim had enjoyed working there (at Gant), he realized that to grow further in his field, he would have to join a bigger company, and preferable one that handled international projects. He was sure he would excel in his position at KAFF, just as he had done in his old job at Gant.

KAFF had international operations and there was more than a slim chance that he would be sent to USA or the UK on a project. Knowing that this would give him a lot of exposure, besides looking good on his resume, Salim was quite excited about his new job.

Salim joined Mrs. Zeenat’s five-member team at KAFF. He had met Mrs. Zeenat during the orientation sessions, and was looking forward to working under her. His team members seemed warm and friendly, and comfortable with their work. He introduced himself to the team members and got to know more about each of them.

Wanting to know more about his boss, he casually asked one of the team members, about Mrs Zeenat. He was told that Mrs. Zeenat does not interfere with our work. Salim was surprised to know this and thought that probably Mrs. Zeenat was leaving them alone to do their work without any guidance, in order to allow them to realize their full potential.

At Gant, Salim had worked under Abdulrahman and had looked up to him as a guide and mentor – always guiding, but never interfering. Abdulrahman had let Salim make his own mistakes and learn from them. He had always encouraged individual ideas, and let the team discover the flaws, if any, through discussion and experience. He rarely held an individual member of his team responsible if the team as a whole failed to deliver – for him the responsibility for any failure was collective. Salim remembered telling his colleagues at Gant that the ideal boss would be someone who did not interfere with his/her subordinate’s work. Salim wanted to believe that Mrs. Zeenat too was the non-interfering type. If that was the case, surely her non-interference would only help him to grow.

In his first week at work, Salim found the atmosphere at the office a bit dull. However, he was quite excited. His team had been assigned a new project and was facing a few glitches with the new software. He had thought about the problem till late in the night and had come up with several possible solutions. He could not wait to discuss them with his team and Mrs. Zeenat. He smiled to himself when he thought of how Mrs. Zeenat would react when he will tell her that he had come up with several possible solutions to the problem. He was sure she would be happy with his having put in so much effort into the project, right from day one.

He was daydreaming about all the praise that he was going to get when Mrs. Zeenat walked into the office. Salim waited for her to go into her cabin, and after five minutes, called her up, asking to see her. She asked him to come in after tem minutes. When he went in, she looked at him blankly and asked, “Yes?” Not sure whether she had recognized him, Salim introduced himself. She said, “Ok, but why did you want to meet me?” He started to tell her about the problems they were having with the software. But before he could even finish, she told him that she was busy with other things, and that she would send an email with the solution to all the members of the team by the end of the day, and that they could then implement it immediately. Salim was somewhat taken aback. However, ever the optimist, he thought that she had perhaps already discussed the matter with the team.

Salim came out of Mrs. Zeenat’s cabin and went straight to where his team members sat. He thought it would still be nice to bounce ideas off them and also to see what solutions others might come up with. He told them of all the solutions he had in mind. He waited for the others to come up with their suggestions but not one of them spoke up. He was surprised, and asked them point-blank why they were so disinterested.

Faisal, one of the team members, said, “What is the point in our discussing these things? Mrs. Zeenat is not going to have time to listen to us on discuss anything. She will just give us the solution she thinks is best, and we will just do what she tells us to do; why waste everyone’s time?”

Salim felt his heart sink. Was this the way things worked over here? However, he refused to lose heart and thought that maybe, he could change things a little. But as the days went by, Salim realized that Mrs. Zeenat was the complete opposite of his old boss.

While she was efficient at what she did and extremely intelligent, she had neither the time nor the inclination to groom her subordinates. Her solutions to problem were always correct, but she was not willing to discuss or debate the merits of any other ideas that her team might have. She did not hold the team down to their deadlines not did she ever interfere. In fact, she rarely said anything at all. If work did not get finished on time, she would just blame her team, and totally disassociate herself from them.

Time and again, Salim found himself thinking of Abdulrahman his old boss, and of how he had been such a positive influence. Mrs. Zeenat, on the other hand, even without actively doing anything, had managed to significantly lower his motivation levels.

Salim gradually began to lose interest in his work – it had become too mechanical for his taste. He didn’t really need to think; his boss had all the answers. He was learning nothing new, and he felt his career was going nowhere. As he became more and more discouraged, his performance suffered. From being someone with immense promise and potential Salim was now in danger of becoming just another mediocre techie.

Questions:

Q1. What, according to you, were the reasons for Salim’s disillusionment? Answer the question using Maslow’s Hierarchy of Needs. (2.5 marks)

Q2. What should Salim do to resolve his situation? (1.25 marks)

Q3. What should a team leader do, to ensure high levels of motivation among his/her team members? (1.25 Marks)

Page 1 of 3[supanova_question]

Assignment 2 MGT101 (1st Term 2021-2022) Case Study Deadline: 20/11/2021 @ 23:59

Assignment 2 MGT101 (1st Term 2021-2022)

Case Study

Deadline: 20/11/2021 @ 23:59

Course Name: Principles of Management

Student’s Name:

Course Code: MGT101

Student’s ID Number:

Semester: 1st

CRN:

Academic Year: 1442/1443 H, 1st Term

For Instructor’s Use only

Instructor’s Name:

Students’ Grade: /5

Level of Marks: High/Middle/Low

Instructions – PLEASE READ THEM CAREFULLY

This assignment is an individual assignment.

Due date for Assignment 2 is by the end of Week 11.(20/11/2020)

The Assignment must be submitted only in WORD format via 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 your information on the cover page.

Students must mention question number clearly in their answer.

Late submission will NOT be accepted.

Avoid plagiarism, the work should be in your own words, copying from students or other resources without proper referencing will result in ZERO marks. No exceptions.

All answered must be typed using Times New Roman (size 12, double-spaced) font. No pictures containing text will be accepted and will be considered plagiarism).

Submissions without this cover page will NOT be accepted.

Assignment Purposes/Learning Outcomes:

After completion of Assignment-2 students will able to understand the

1. Examine management issues and practices in motivation; organizational culture, structure, and behavior; team dynamics; and communication.

2. Relate motivational theories to motivating and demotivating factors.
3. Know and discuss manager’s role in motivating employees.

Assignment-2

Case Study

In September 2018, Mohammed Salim joined KAAF Software Solutions (KAFF) as a Senior Programmer, with a handsome pay. Prior to this job, he worked successfully as an Assistant Programmer in Gant Computers (Gant). Salim felt that working for KAFF, there are better career prospects, as it was growing much faster than Gant, which was a relatively small company.

Although Salim had enjoyed working there (at Gant), he realized that to grow further in his field, he would have to join a bigger company, and preferable one that handled international projects. He was sure he would excel in his position at KAFF, just as he had done in his old job at Gant.

KAFF had international operations and there was more than a slim chance that he would be sent to USA or the UK on a project. Knowing that this would give him a lot of exposure, besides looking good on his resume, Salim was quite excited about his new job.

Salim joined Mrs. Zeenat’s five-member team at KAFF. He had met Mrs. Zeenat during the orientation sessions, and was looking forward to working under her. His team members seemed warm and friendly, and comfortable with their work. He introduced himself to the team members and got to know more about each of them.

Wanting to know more about his boss, he casually asked one of the team members, about Mrs Zeenat. He was told that Mrs. Zeenat does not interfere with our work. Salim was surprised to know this and thought that probably Mrs. Zeenat was leaving them alone to do their work without any guidance, in order to allow them to realize their full potential.

At Gant, Salim had worked under Abdulrahman and had looked up to him as a guide and mentor – always guiding, but never interfering. Abdulrahman had let Salim make his own mistakes and learn from them. He had always encouraged individual ideas, and let the team discover the flaws, if any, through discussion and experience. He rarely held an individual member of his team responsible if the team as a whole failed to deliver – for him the responsibility for any failure was collective. Salim remembered telling his colleagues at Gant that the ideal boss would be someone who did not interfere with his/her subordinate’s work. Salim wanted to believe that Mrs. Zeenat too was the non-interfering type. If that was the case, surely her non-interference would only help him to grow.

In his first week at work, Salim found the atmosphere at the office a bit dull. However, he was quite excited. His team had been assigned a new project and was facing a few glitches with the new software. He had thought about the problem till late in the night and had come up with several possible solutions. He could not wait to discuss them with his team and Mrs. Zeenat. He smiled to himself when he thought of how Mrs. Zeenat would react when he will tell her that he had come up with several possible solutions to the problem. He was sure she would be happy with his having put in so much effort into the project, right from day one.

He was daydreaming about all the praise that he was going to get when Mrs. Zeenat walked into the office. Salim waited for her to go into her cabin, and after five minutes, called her up, asking to see her. She asked him to come in after tem minutes. When he went in, she looked at him blankly and asked, “Yes?” Not sure whether she had recognized him, Salim introduced himself. She said, “Ok, but why did you want to meet me?” He started to tell her about the problems they were having with the software. But before he could even finish, she told him that she was busy with other things, and that she would send an email with the solution to all the members of the team by the end of the day, and that they could then implement it immediately. Salim was somewhat taken aback. However, ever the optimist, he thought that she had perhaps already discussed the matter with the team.

Salim came out of Mrs. Zeenat’s cabin and went straight to where his team members sat. He thought it would still be nice to bounce ideas off them and also to see what solutions others might come up with. He told them of all the solutions he had in mind. He waited for the others to come up with their suggestions but not one of them spoke up. He was surprised, and asked them point-blank why they were so disinterested.

Faisal, one of the team members, said, “What is the point in our discussing these things? Mrs. Zeenat is not going to have time to listen to us on discuss anything. She will just give us the solution she thinks is best, and we will just do what she tells us to do; why waste everyone’s time?”

Salim felt his heart sink. Was this the way things worked over here? However, he refused to lose heart and thought that maybe, he could change things a little. But as the days went by, Salim realized that Mrs. Zeenat was the complete opposite of his old boss.

While she was efficient at what she did and extremely intelligent, she had neither the time nor the inclination to groom her subordinates. Her solutions to problem were always correct, but she was not willing to discuss or debate the merits of any other ideas that her team might have. She did not hold the team down to their deadlines not did she ever interfere. In fact, she rarely said anything at all. If work did not get finished on time, she would just blame her team, and totally disassociate herself from them.

Time and again, Salim found himself thinking of Abdulrahman his old boss, and of how he had been such a positive influence. Mrs. Zeenat, on the other hand, even without actively doing anything, had managed to significantly lower his motivation levels.

Salim gradually began to lose interest in his work – it had become too mechanical for his taste. He didn’t really need to think; his boss had all the answers. He was learning nothing new, and he felt his career was going nowhere. As he became more and more discouraged, his performance suffered. From being someone with immense promise and potential Salim was now in danger of becoming just another mediocre techie.

Questions:

Q1. What, according to you, were the reasons for Salim’s disillusionment? Answer the question using Maslow’s Hierarchy of Needs. (2.5 marks)

Q2. What should Salim do to resolve his situation? (1.25 marks)

Q3. What should a team leader do, to ensure high levels of motivation among his/her team members? (1.25 Marks)

Page 1 of 3[supanova_question]

Assignment 2 MGT101 (1st Term 2021-2022) Case Study Deadline: 20/11/2021 @ 23:59

Writing Assignment Help Assignment 2 MGT101 (1st Term 2021-2022)

Case Study

Deadline: 20/11/2021 @ 23:59

Course Name: Principles of Management

Student’s Name:

Course Code: MGT101

Student’s ID Number:

Semester: 1st

CRN:

Academic Year: 1442/1443 H, 1st Term

For Instructor’s Use only

Instructor’s Name:

Students’ Grade: /5

Level of Marks: High/Middle/Low

Instructions – PLEASE READ THEM CAREFULLY

This assignment is an individual assignment.

Due date for Assignment 2 is by the end of Week 11.(20/11/2020)

The Assignment must be submitted only in WORD format via 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 your information on the cover page.

Students must mention question number clearly in their answer.

Late submission will NOT be accepted.

Avoid plagiarism, the work should be in your own words, copying from students or other resources without proper referencing will result in ZERO marks. No exceptions.

All answered must be typed using Times New Roman (size 12, double-spaced) font. No pictures containing text will be accepted and will be considered plagiarism).

Submissions without this cover page will NOT be accepted.

Assignment Purposes/Learning Outcomes:

After completion of Assignment-2 students will able to understand the

1. Examine management issues and practices in motivation; organizational culture, structure, and behavior; team dynamics; and communication.

2. Relate motivational theories to motivating and demotivating factors.
3. Know and discuss manager’s role in motivating employees.

Assignment-2

Case Study

In September 2018, Mohammed Salim joined KAAF Software Solutions (KAFF) as a Senior Programmer, with a handsome pay. Prior to this job, he worked successfully as an Assistant Programmer in Gant Computers (Gant). Salim felt that working for KAFF, there are better career prospects, as it was growing much faster than Gant, which was a relatively small company.

Although Salim had enjoyed working there (at Gant), he realized that to grow further in his field, he would have to join a bigger company, and preferable one that handled international projects. He was sure he would excel in his position at KAFF, just as he had done in his old job at Gant.

KAFF had international operations and there was more than a slim chance that he would be sent to USA or the UK on a project. Knowing that this would give him a lot of exposure, besides looking good on his resume, Salim was quite excited about his new job.

Salim joined Mrs. Zeenat’s five-member team at KAFF. He had met Mrs. Zeenat during the orientation sessions, and was looking forward to working under her. His team members seemed warm and friendly, and comfortable with their work. He introduced himself to the team members and got to know more about each of them.

Wanting to know more about his boss, he casually asked one of the team members, about Mrs Zeenat. He was told that Mrs. Zeenat does not interfere with our work. Salim was surprised to know this and thought that probably Mrs. Zeenat was leaving them alone to do their work without any guidance, in order to allow them to realize their full potential.

At Gant, Salim had worked under Abdulrahman and had looked up to him as a guide and mentor – always guiding, but never interfering. Abdulrahman had let Salim make his own mistakes and learn from them. He had always encouraged individual ideas, and let the team discover the flaws, if any, through discussion and experience. He rarely held an individual member of his team responsible if the team as a whole failed to deliver – for him the responsibility for any failure was collective. Salim remembered telling his colleagues at Gant that the ideal boss would be someone who did not interfere with his/her subordinate’s work. Salim wanted to believe that Mrs. Zeenat too was the non-interfering type. If that was the case, surely her non-interference would only help him to grow.

In his first week at work, Salim found the atmosphere at the office a bit dull. However, he was quite excited. His team had been assigned a new project and was facing a few glitches with the new software. He had thought about the problem till late in the night and had come up with several possible solutions. He could not wait to discuss them with his team and Mrs. Zeenat. He smiled to himself when he thought of how Mrs. Zeenat would react when he will tell her that he had come up with several possible solutions to the problem. He was sure she would be happy with his having put in so much effort into the project, right from day one.

He was daydreaming about all the praise that he was going to get when Mrs. Zeenat walked into the office. Salim waited for her to go into her cabin, and after five minutes, called her up, asking to see her. She asked him to come in after tem minutes. When he went in, she looked at him blankly and asked, “Yes?” Not sure whether she had recognized him, Salim introduced himself. She said, “Ok, but why did you want to meet me?” He started to tell her about the problems they were having with the software. But before he could even finish, she told him that she was busy with other things, and that she would send an email with the solution to all the members of the team by the end of the day, and that they could then implement it immediately. Salim was somewhat taken aback. However, ever the optimist, he thought that she had perhaps already discussed the matter with the team.

Salim came out of Mrs. Zeenat’s cabin and went straight to where his team members sat. He thought it would still be nice to bounce ideas off them and also to see what solutions others might come up with. He told them of all the solutions he had in mind. He waited for the others to come up with their suggestions but not one of them spoke up. He was surprised, and asked them point-blank why they were so disinterested.

Faisal, one of the team members, said, “What is the point in our discussing these things? Mrs. Zeenat is not going to have time to listen to us on discuss anything. She will just give us the solution she thinks is best, and we will just do what she tells us to do; why waste everyone’s time?”

Salim felt his heart sink. Was this the way things worked over here? However, he refused to lose heart and thought that maybe, he could change things a little. But as the days went by, Salim realized that Mrs. Zeenat was the complete opposite of his old boss.

While she was efficient at what she did and extremely intelligent, she had neither the time nor the inclination to groom her subordinates. Her solutions to problem were always correct, but she was not willing to discuss or debate the merits of any other ideas that her team might have. She did not hold the team down to their deadlines not did she ever interfere. In fact, she rarely said anything at all. If work did not get finished on time, she would just blame her team, and totally disassociate herself from them.

Time and again, Salim found himself thinking of Abdulrahman his old boss, and of how he had been such a positive influence. Mrs. Zeenat, on the other hand, even without actively doing anything, had managed to significantly lower his motivation levels.

Salim gradually began to lose interest in his work – it had become too mechanical for his taste. He didn’t really need to think; his boss had all the answers. He was learning nothing new, and he felt his career was going nowhere. As he became more and more discouraged, his performance suffered. From being someone with immense promise and potential Salim was now in danger of becoming just another mediocre techie.

Questions:

Q1. What, according to you, were the reasons for Salim’s disillusionment? Answer the question using Maslow’s Hierarchy of Needs. (2.5 marks)

Q2. What should Salim do to resolve his situation? (1.25 marks)

Q3. What should a team leader do, to ensure high levels of motivation among his/her team members? (1.25 Marks)

Page 1 of 3 [supanova_question]

Assignment 2 MGT101 (1st Term 2021-2022) Case Study Deadline: 20/11/2021 @ 23:59

Assignment 2 MGT101 (1st Term 2021-2022)

Case Study

Deadline: 20/11/2021 @ 23:59

Course Name: Principles of Management

Student’s Name:

Course Code: MGT101

Student’s ID Number:

Semester: 1st

CRN: 13685

Academic Year: 2021/2022 G, 1st Term

For Instructor’s Use only

Instructor’s Name: Dr Mohammed Mallick

Students’ Grade: 00/05

Level of Marks: High/Middle/Low

Instructions – PLEASE READ THEM CAREFULLY

This assignment is an individual assignment.

Due date for Assignment 2 is by the end of Week 11.(20/11/2021)

The Assignment must be submitted only in WORD format via 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 your information on the cover page.

Students must mention question number clearly in their answer.

Late submission will NOT be accepted.

Avoid plagiarism, the work should be in your own words, copying from students or other resources without proper referencing will result in ZERO marks. No exceptions.

All answered must be typed using Times New Roman (size 12, double-spaced) font. No pictures containing text will be accepted and will be considered plagiarism).

Submissions without this cover page will NOT be accepted.

Assignment Purposes/Learning Outcomes:

After completion of Assignment-2 students will able to understand the

1. Examine management issues and practices in motivation; organizational culture, structure, and behavior; team dynamics; and communication.

2. Relate motivational theories to motivating and demotivating factors.
3. Know and discuss manager’s role in motivating employees.

Assignment-2

Case Study

In September 2018, Mohammed Salim joined KAAF Software Solutions (KAFF) as a Senior Programmer, with a handsome pay. Prior to this job, he worked successfully as an Assistant Programmer in Gant Computers (Gant). Salim felt that working for KAFF, there are better career prospects, as it was growing much faster than Gant, which was a relatively small company.

Although Salim had enjoyed working there (at Gant), he realized that to grow further in his field, he would have to join a bigger company, and preferable one that handled international projects. He was sure he would excel in his position at KAFF, just as he had done in his old job at Gant.

KAFF had international operations and there was more than a slim chance that he would be sent to USA or the UK on a project. Knowing that this would give him a lot of exposure, besides looking good on his resume, Salim was quite excited about his new job.

Salim joined Mrs. Zeenat’s five-member team at KAFF. He had met Mrs. Zeenat during the orientation sessions, and was looking forward to working under her. His team members seemed warm and friendly, and comfortable with their work. He introduced himself to the team members and got to know more about each of them.

Wanting to know more about his boss, he casually asked one of the team members, about Mrs Zeenat. He was told that Mrs. Zeenat does not interfere with our work. Salim was surprised to know this and thought that probably Mrs. Zeenat was leaving them alone to do their work without any guidance, in order to allow them to realize their full potential.

At Gant, Salim had worked under Abdulrahman and had looked up to him as a guide and mentor – always guiding, but never interfering. Abdulrahman had let Salim make his own mistakes and learn from them. He had always encouraged individual ideas, and let the team discover the flaws, if any, through discussion and experience. He rarely held an individual member of his team responsible if the team as a whole failed to deliver – for him the responsibility for any failure was collective. Salim remembered telling his colleagues at Gant that the ideal boss would be someone who did not interfere with his/her subordinate’s work. Salim wanted to believe that Mrs. Zeenat too was the non-interfering type. If that was the case, surely her non-interference would only help him to grow.

In his first week at work, Salim found the atmosphere at the office a bit dull. However, he was quite excited. His team had been assigned a new project and was facing a few glitches with the new software. He had thought about the problem till late in the night and had come up with several possible solutions. He could not wait to discuss them with his team and Mrs. Zeenat. He smiled to himself when he thought of how Mrs. Zeenat would react when he will tell her that he had come up with several possible solutions to the problem. He was sure she would be happy with his having put in so much effort into the project, right from day one.

He was daydreaming about all the praise that he was going to get when Mrs. Zeenat walked into the office. Salim waited for her to go into her cabin, and after five minutes, called her up, asking to see her. She asked him to come in after tem minutes. When he went in, she looked at him blankly and asked, “Yes?” Not sure whether she had recognized him, Salim introduced himself. She said, “Ok, but why did you want to meet me?” He started to tell her about the problems they were having with the software. But before he could even finish, she told him that she was busy with other things, and that she would send an email with the solution to all the members of the team by the end of the day, and that they could then implement it immediately. Salim was somewhat taken aback. However, ever the optimist, he thought that she had perhaps already discussed the matter with the team.

Salim came out of Mrs. Zeenat’s cabin and went straight to where his team members sat. He thought it would still be nice to bounce ideas off them and also to see what solutions others might come up with. He told them of all the solutions he had in mind. He waited for the others to come up with their suggestions but not one of them spoke up. He was surprised, and asked them point-blank why they were so disinterested.

Faisal, one of the team members, said, “What is the point in our discussing these things? Mrs. Zeenat is not going to have time to listen to us on discuss anything. She will just give us the solution she thinks is best, and we will just do what she tells us to do; why waste everyone’s time?”

Salim felt his heart sink. Was this the way things worked over here? However, he refused to lose heart and thought that maybe, he could change things a little. But as the days went by, Salim realized that Mrs. Zeenat was the complete opposite of his old boss.

While she was efficient at what she did and extremely intelligent, she had neither the time nor the inclination to groom her subordinates. Her solutions to problem were always correct, but she was not willing to discuss or debate the merits of any other ideas that her team might have. She did not hold the team down to their deadlines not did she ever interfere. In fact, she rarely said anything at all. If work did not get finished on time, she would just blame her team, and totally disassociate herself from them.

Time and again, Salim found himself thinking of Abdulrahman his old boss, and of how he had been such a positive influence. Mrs. Zeenat, on the other hand, even without actively doing anything, had managed to significantly lower his motivation levels.

Salim gradually began to lose interest in his work – it had become too mechanical for his taste. He didn’t really need to think; his boss had all the answers. He was learning nothing new, and he felt his career was going nowhere. As he became more and more discouraged, his performance suffered. From being someone with immense promise and potential Salim was now in danger of becoming just another mediocre techie.

Questions:

Q1. What, according to you, were the reasons for Salim’s disillusionment? Answer the question using Maslow’s Hierarchy of Needs. (2.5 marks)

Q2. What should Salim do to resolve his situation? (1.25 marks)

Q3. What should a team leader do, to ensure high levels of motivation among his/her team members? (1.25 Marks)

Answer 1

In general, the working environment was not perfectly suited to the physiological (basic) needs. The need for welfare There were no unmistakable rules of responsibility, negative putts, and compromised social role models. Many thoughts have not been made to achieve the social necessities mission. Sureness Bear Basics are rejected due to actual key conditions and dynamic cycles. Convocation does not give you the opportunity to show your skills or abilities. The preparation and improvement of openings is not part of the authoritarian culture. The management system is partially configured. As a result, he couldn’t pursue these things in his work environment and began to lose his job profits because he could work in a proper and comfortable atmosphere and provide the best photos. The requirement for bliss When an individual’s physiological necessities are met, security and security prerequisites become clear. Individuals should experience wants, changelessness, and control in their lives. These necessities can be met by families and social orders (police, schools, organizations, facilities, and so on) For instance, energetic security, monetary security (economy, government assistance, and so on), harmony and lawfulness, autonomy from dread, federal retirement aide, property, government assistance, flourishing (protection from mishaps and wounds, and so on) The Requirement for Affection and Attribution After the physiological need and bliss are met, the third degree of human need is social and incorporates a feeling of having a place. Attribution indicates the human mental condition of relationship association, attribution, association, and the significance of get-togethers. The cases that require association incorporate family relationship, closeness, trust and acknowledgment, and getting and giving kinship and love.

Answer 2

Keep a fascinating perspective. Take responsibility for what you can do and give up what you can’t do. Some elements of your lifestyle are seriously affected, but others are not. Think about how to break up. Don’t be afraid of relentless conditions that may be out of your control. It is necessary to consider and display the top-level data. If you motivate regret and fill it with compelling data, it will convince you. Empower the best people as much as possible. Conversations with hostile people track what you have ignored and keep you hooked on your goals. Keep track of incredible people and stay away from terrible discussions. Adopt viable strategies and find new freedoms for extraordinary social opportunities.

Answer 3

It is human instinct that specialists who put out objectives and commendation their accomplishments search for issues. It’s not hard to be crippled when you have youngster works each day and come to work without seeing your last objective. By describing reachable objectives, specialists can handle their objectives. Furthermore, as a chief, you get all that you can use to quantify your execution. Pioneers, who show an interest and obligation to the inescapable destiny of their delegates, are astounded at how vigorous individuals are. It furnishes representatives with the chance to push the relationship ahead and consequently to proceed with additional turn of events and further arranging. Make a positive culture and make your organization an agreeable work environment. The affiliation not just ensures a solid return and help plan, however its agents likewise appreciate working there. Maybe the most grounded inspiration for specialists is their propensity to fulfill their needs and needs in the working environment. This doesn’t imply that all fundamental necessities are met, however zeroing in on workers is critical to inspiration. Renewing the local area can be an overwhelming errand if the climate changes. As a pioneer in an intriguing local area, all representatives need to zero in on their work, paying little heed to the developing workplace or the need to keep the approach they are seeking after helpful. Should be checked. Maybe the primary restrictions that meeting chiefs might look in keeping up with high staff inspiration: Undertakings with an elevating viewpoint: Long-lasting gathering pioneers working on gatherings on bigger social issues. Complete all areas. Present clear objectives: Urge bunch pioneers to guarantee clear objectives for the future and empower each accomplice to perform assignments freely. It additionally maintains a strategic distance from disarray and empowers all social events. Focus on open reaction: To hone your workers, you really want to ensure that the pioneers of energizing gatherings are there. This permits a huge number to pose inquiries and hear their contemplations on the thing they are doing. Specialist applause and rightness: The capacity to perceive and direct representatives at an exceptionally essential level impacts accomplice inspiration.

Provide a vision and purpose. 

Set clear goals.

Lead by example.

Encourage teamwork. 

Be optimistic and positive

Give praise and rewards. 

Communicate with the team

Empower team members

References:-

Gambrel, P. A., & Cianci, R. (2003). Maslow’s hierarchy of needs: Does it apply in a collectivist culture. Journal of Applied Management and Entrepreneurship, 8(2), 143.?

Maslow, A. (1943). Maslow’s hierarchy of needs. Index of DOCS/Teacing {sp} Collection/Honolulu.?

Pan, J., Liu, S., Ma, B., & Qu, Z. (2018). How does proactive personality promote creativity? A multilevel examination of the interplay between formal and informal leadership. Journal of Occupational and Organizational Psychology, 91(4), 852-874.?

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Assignment 2 MGT101 (1st Term 2021-2022) Case Study Deadline: 20/11/2021 @ 23:59

Assignment 2 MGT101 (1st Term 2021-2022)

Case Study

Deadline: 20/11/2021 @ 23:59

Course Name: Principles of Management

Student’s Name:

Course Code: MGT101

Student’s ID Number:

Semester: 1st

CRN: 13685

Academic Year: 2021/2022 G, 1st Term

For Instructor’s Use only

Instructor’s Name: Dr Mohammed Mallick

Students’ Grade: 00/05

Level of Marks: High/Middle/Low

Instructions – PLEASE READ THEM CAREFULLY

This assignment is an individual assignment.

Due date for Assignment 2 is by the end of Week 11.(20/11/2021)

The Assignment must be submitted only in WORD format via 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 your information on the cover page.

Students must mention question number clearly in their answer.

Late submission will NOT be accepted.

Avoid plagiarism, the work should be in your own words, copying from students or other resources without proper referencing will result in ZERO marks. No exceptions.

All answered must be typed using Times New Roman (size 12, double-spaced) font. No pictures containing text will be accepted and will be considered plagiarism).

Submissions without this cover page will NOT be accepted.

Assignment Purposes/Learning Outcomes:

After completion of Assignment-2 students will able to understand the

1. Examine management issues and practices in motivation; organizational culture, structure, and behavior; team dynamics; and communication.

2. Relate motivational theories to motivating and demotivating factors.
3. Know and discuss manager’s role in motivating employees.

Assignment-2

Case Study

In September 2018, Mohammed Salim joined KAAF Software Solutions (KAFF) as a Senior Programmer, with a handsome pay. Prior to this job, he worked successfully as an Assistant Programmer in Gant Computers (Gant). Salim felt that working for KAFF, there are better career prospects, as it was growing much faster than Gant, which was a relatively small company.

Although Salim had enjoyed working there (at Gant), he realized that to grow further in his field, he would have to join a bigger company, and preferable one that handled international projects. He was sure he would excel in his position at KAFF, just as he had done in his old job at Gant.

KAFF had international operations and there was more than a slim chance that he would be sent to USA or the UK on a project. Knowing that this would give him a lot of exposure, besides looking good on his resume, Salim was quite excited about his new job.

Salim joined Mrs. Zeenat’s five-member team at KAFF. He had met Mrs. Zeenat during the orientation sessions, and was looking forward to working under her. His team members seemed warm and friendly, and comfortable with their work. He introduced himself to the team members and got to know more about each of them.

Wanting to know more about his boss, he casually asked one of the team members, about Mrs Zeenat. He was told that Mrs. Zeenat does not interfere with our work. Salim was surprised to know this and thought that probably Mrs. Zeenat was leaving them alone to do their work without any guidance, in order to allow them to realize their full potential.

At Gant, Salim had worked under Abdulrahman and had looked up to him as a guide and mentor – always guiding, but never interfering. Abdulrahman had let Salim make his own mistakes and learn from them. He had always encouraged individual ideas, and let the team discover the flaws, if any, through discussion and experience. He rarely held an individual member of his team responsible if the team as a whole failed to deliver – for him the responsibility for any failure was collective. Salim remembered telling his colleagues at Gant that the ideal boss would be someone who did not interfere with his/her subordinate’s work. Salim wanted to believe that Mrs. Zeenat too was the non-interfering type. If that was the case, surely her non-interference would only help him to grow.

In his first week at work, Salim found the atmosphere at the office a bit dull. However, he was quite excited. His team had been assigned a new project and was facing a few glitches with the new software. He had thought about the problem till late in the night and had come up with several possible solutions. He could not wait to discuss them with his team and Mrs. Zeenat. He smiled to himself when he thought of how Mrs. Zeenat would react when he will tell her that he had come up with several possible solutions to the problem. He was sure she would be happy with his having put in so much effort into the project, right from day one.

He was daydreaming about all the praise that he was going to get when Mrs. Zeenat walked into the office. Salim waited for her to go into her cabin, and after five minutes, called her up, asking to see her. She asked him to come in after tem minutes. When he went in, she looked at him blankly and asked, “Yes?” Not sure whether she had recognized him, Salim introduced himself. She said, “Ok, but why did you want to meet me?” He started to tell her about the problems they were having with the software. But before he could even finish, she told him that she was busy with other things, and that she would send an email with the solution to all the members of the team by the end of the day, and that they could then implement it immediately. Salim was somewhat taken aback. However, ever the optimist, he thought that she had perhaps already discussed the matter with the team.

Salim came out of Mrs. Zeenat’s cabin and went straight to where his team members sat. He thought it would still be nice to bounce ideas off them and also to see what solutions others might come up with. He told them of all the solutions he had in mind. He waited for the others to come up with their suggestions but not one of them spoke up. He was surprised, and asked them point-blank why they were so disinterested.

Faisal, one of the team members, said, “What is the point in our discussing these things? Mrs. Zeenat is not going to have time to listen to us on discuss anything. She will just give us the solution she thinks is best, and we will just do what she tells us to do; why waste everyone’s time?”

Salim felt his heart sink. Was this the way things worked over here? However, he refused to lose heart and thought that maybe, he could change things a little. But as the days went by, Salim realized that Mrs. Zeenat was the complete opposite of his old boss.

While she was efficient at what she did and extremely intelligent, she had neither the time nor the inclination to groom her subordinates. Her solutions to problem were always correct, but she was not willing to discuss or debate the merits of any other ideas that her team might have. She did not hold the team down to their deadlines not did she ever interfere. In fact, she rarely said anything at all. If work did not get finished on time, she would just blame her team, and totally disassociate herself from them.

Time and again, Salim found himself thinking of Abdulrahman his old boss, and of how he had been such a positive influence. Mrs. Zeenat, on the other hand, even without actively doing anything, had managed to significantly lower his motivation levels.

Salim gradually began to lose interest in his work – it had become too mechanical for his taste. He didn’t really need to think; his boss had all the answers. He was learning nothing new, and he felt his career was going nowhere. As he became more and more discouraged, his performance suffered. From being someone with immense promise and potential Salim was now in danger of becoming just another mediocre techie.

Questions:

Q1. What, according to you, were the reasons for Salim’s disillusionment? Answer the question using Maslow’s Hierarchy of Needs. (2.5 marks)

Q2. What should Salim do to resolve his situation? (1.25 marks)

Q3. What should a team leader do, to ensure high levels of motivation among his/her team members? (1.25 Marks)

Answer 1

In general, the working environment was not perfectly suited to the physiological (basic) needs. The need for welfare There were no unmistakable rules of responsibility, negative putts, and compromised social role models. Many thoughts have not been made to achieve the social necessities mission. Sureness Bear Basics are rejected due to actual key conditions and dynamic cycles. Convocation does not give you the opportunity to show your skills or abilities. The preparation and improvement of openings is not part of the authoritarian culture. The management system is partially configured. As a result, he couldn’t pursue these things in his work environment and began to lose his job profits because he could work in a proper and comfortable atmosphere and provide the best photos. The requirement for bliss When an individual’s physiological necessities are met, security and security prerequisites become clear. Individuals should experience wants, changelessness, and control in their lives. These necessities can be met by families and social orders (police, schools, organizations, facilities, and so on) For instance, energetic security, monetary security (economy, government assistance, and so on), harmony and lawfulness, autonomy from dread, federal retirement aide, property, government assistance, flourishing (protection from mishaps and wounds, and so on) The Requirement for Affection and Attribution After the physiological need and bliss are met, the third degree of human need is social and incorporates a feeling of having a place. Attribution indicates the human mental condition of relationship association, attribution, association, and the significance of get-togethers. The cases that require association incorporate family relationship, closeness, trust and acknowledgment, and getting and giving kinship and love.

Answer 2

Keep a fascinating perspective. Take responsibility for what you can do and give up what you can’t do. Some elements of your lifestyle are seriously affected, but others are not. Think about how to break up. Don’t be afraid of relentless conditions that may be out of your control. It is necessary to consider and display the top-level data. If you motivate regret and fill it with compelling data, it will convince you. Empower the best people as much as possible. Conversations with hostile people track what you have ignored and keep you hooked on your goals. Keep track of incredible people and stay away from terrible discussions. Adopt viable strategies and find new freedoms for extraordinary social opportunities.

Answer 3

It is human instinct that specialists who put out objectives and commendation their accomplishments search for issues. It’s not hard to be crippled when you have youngster works each day and come to work without seeing your last objective. By describing reachable objectives, specialists can handle their objectives. Furthermore, as a chief, you get all that you can use to quantify your execution. Pioneers, who show an interest and obligation to the inescapable destiny of their delegates, are astounded at how vigorous individuals are. It furnishes representatives with the chance to push the relationship ahead and consequently to proceed with additional turn of events and further arranging. Make a positive culture and make your organization an agreeable work environment. The affiliation not just ensures a solid return and help plan, however its agents likewise appreciate working there. Maybe the most grounded inspiration for specialists is their propensity to fulfill their needs and needs in the working environment. This doesn’t imply that all fundamental necessities are met, however zeroing in on workers is critical to inspiration. Renewing the local area can be an overwhelming errand if the climate changes. As a pioneer in an intriguing local area, all representatives need to zero in on their work, paying little heed to the developing workplace or the need to keep the approach they are seeking after helpful. Should be checked. Maybe the primary restrictions that meeting chiefs might look in keeping up with high staff inspiration: Undertakings with an elevating viewpoint: Long-lasting gathering pioneers working on gatherings on bigger social issues. Complete all areas. Present clear objectives: Urge bunch pioneers to guarantee clear objectives for the future and empower each accomplice to perform assignments freely. It additionally maintains a strategic distance from disarray and empowers all social events. Focus on open reaction: To hone your workers, you really want to ensure that the pioneers of energizing gatherings are there. This permits a huge number to pose inquiries and hear their contemplations on the thing they are doing. Specialist applause and rightness: The capacity to perceive and direct representatives at an exceptionally essential level impacts accomplice inspiration.

Provide a vision and purpose. 

Set clear goals.

Lead by example.

Encourage teamwork. 

Be optimistic and positive

Give praise and rewards. 

Communicate with the team

Empower team members

References:-

Gambrel, P. A., & Cianci, R. (2003). Maslow’s hierarchy of needs: Does it apply in a collectivist culture. Journal of Applied Management and Entrepreneurship, 8(2), 143.?

Maslow, A. (1943). Maslow’s hierarchy of needs. Index of DOCS/Teacing {sp} Collection/Honolulu.?

Pan, J., Liu, S., Ma, B., & Qu, Z. (2018). How does proactive personality promote creativity? A multilevel examination of the interplay between formal and informal leadership. Journal of Occupational and Organizational Psychology, 91(4), 852-874.?

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