Executive Solution Overview
read the doc – 2 years ago **files (2)** – ## IY439casestudy.docx – ## IY439ReportATIKICLGSep24-25.docx **## IY439casestudy.docx** IY439 Written Assignment: Case Study **
– ## IY439casestudy.docx
– ## IY439ReportATIKICLGSep24-25.docx
**## IY439casestudy.docx**
IY439 Written Assignment: Case Study
Scarlett's is a full service day spa and hair salon featuring a wide variety of spa treatments including full body massages, body scrubs and wraps, specialty manicures and pedicures, and a number of cuts and hair treatments. Scarlett’s flagship store and headquarters are in a large city in the UK. It also has spas/salons in four other major cities. Last year, Scarlett’s averaged around 22 employees per store; annual sales last year were approximately £1,500,000, a decrease of 14% from the year before. The company actually lost money last year for the first time since its first year operating. The management of Scarlett’s considers the firm to be a one-of-a-kind establishment serving a wide segment of the population. The success and growth of Scarlett’s has far exceeded all Mary Fitzwilliam’s (the founder and owner of the business) original expectations.
In response to the decline of the business Mary, who had no previous experience of running such a large organization, is retiring and handing over the running of the business to Lynne Montagu, an experienced health and beauty manager who has achieved success in a number of companies. The store managers at each of the other four Scarlett’s locations had reported directly to Mary. Within each store, individual store managers were the only employees serving in a supervisory position with each being responsible for all daily operational issues of his/her salon. In the early days of the company, all employees were termed ‘Scaries’ (because they worked at Scarlett) and at weekly celebratory meetings the ‘Scariest’ employee of the week, the employee that had shown off Scarlett’s values of teamwork and customer-focus, was presented with a small prize in front of everyone. In recent years, this practice has fallen away.
Scarlett’s offered a benefits package that was extremely generous. The company provides supplemental child-care reimbursement to all employees—even part-time sales associates. Additional employee benefits include part-time and flexible work hours, considerable paid time off, monthly company awards events, and 8 hours per year of paid time for employees to volunteer in the community. At the moment, there is no formal induction programme for managers or for staff. Mary used to like to take a lot of time explaining to new staff her vision for the company and that the the best approach was to see for themselves how things are done in the company.
Scarlett’s numbers had deteriorated dramatically in the past year. Profits were down; absenteeism was up; turnover, while not dramatic, was higher than it had been in the past five years. And while no formal performance appraisals, or any other form of performance management, had been done in the past year, Mary had provided Lynne with her own assessment of the performance of all Scarlett’s key people. It was clear that Mary felt that each was performing significantly below their capabilities, although it was not clear to Lynne exactly what evidence Mary had used to come to this conclusion.
Before she took the job, Lynne had stayed at the spa from opening to closing to visit with all the employees. She wanted to have as much information as possible before she started. While the conversations had been pleasant, it seemed pretty apparent that many, if not all, seemed reluctant to be totally honest. Though it was clear that everyone was friends in the company, and that the atmosphere was positive, it was not clear that the teams in the salons were performing as well as they could. She couldn’t help but worry that the majority of Scarlett’s employees simply did not feel part of a successful team, and that the company’s approaches to health and beauty were old-fashioned.
Adapted from Medlin, B. (2011) Bella’s: A Case study in Organizational Behaviour.
_Journal of Business Cases and Applications_, 4
_(1)_.
**image1.jpeg**
**## IY439ReportATIKICLGSep24-25.docx**
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## Assessment Task Information
| | |
| — | — |
| ### Key details: |
| **Assessment title:** | ## Written Assessment (Individual): Report |
| **Module Name:** | Organisational Behaviour |
| **Module Code:** | IY439 |
| **Tutor’s Name:** | Simriti Popli |
| **Assessment will be set on:** | Week of 30/09/2024 |
| **Feedback opportunities:** | Formative deadline 15/11/2024 by 09:00am |
| **Assessment is due on:** | **03/12/2024 by 09:00am** |
| **Assessment weighting:** | 50% |
### | | | | — | — | | **Assessment Instructions** | | What do you need to do for this assessment? <br>**Task:**<br>Firstly, you are required to read the linked Case Study about <br>_Scarlett’s_. <br> <br>Secondly, you must write a report in which you critically analyse how <br>_Scarlett’s_ has managed its employees from the perspective of Organisational Behaviour. You must evaluate the management of the company through group factors (<br>**either** Organisational Culture <br>**or** Group Behaviour), <br>_and_ individual factors (<br>**either** Personality<br>**or** Learning). The aim of the report is to advise the business on how it can use the insights from Organisational Behaviour to improve its management of employees. <br> <br>**Guidance:**<br>For this assessment you should make use of the following formative activities that you have already completed. These activities have been designed to support this summative assessment:<br>**_Week 3-7 Do Tasks_**<br>This assignment is based on the content from the relevant Chapters of your textbook and VLE themes<br>**Please note:**<br>This is an individual assessment, so you should not work with any other student.<br>Before you submit this assessment, you will have an opportunity to receive feedback from your peers (other students in the class). Your tutor will arrange a time for you to share and discuss your progress with your classmates. You do not have to act on their feedback, but you may find it useful to enhance your final submission.<br>Your tutor will ask for a draft copy of your report and provide written feedback. You must submit your draft copy by 15/11/2024 by 09:00am via Turnitin Link on VLE, in order to receive this feedback. | | **Structure:**<br>Your report should be divided into the following 4 sections.<br>Section 1: Introduction to the <br>**organisational dilemma** and how the company is responding (200-300 words)<br> <br>Section 2: Evaluating management through social factors (<br>_Organizational Culture_ **OR** _Group Behaviour_) (500 words)<br> <br>Section 3: Evaluating management through individual factors (<br>_Personality_ **OR** _Learning_) (500 words)<br> <br>Section 4: Conclusion: synthesising social factors and individual factors to make recommendations (200 words). | | **Theory and/or task resources required for the assessment:**<br>You must conduct secondary research for this assessment finding relevant sources independently<br>, in addition to the information from the <br>Case Study.<br>Your report should show that you are able to evaluate management from different perspectives (taking into account individual factors and social factors) studied in Weeks 3-7 of the module. | | **Referencing style:**<br>You should refer to a minimum of 6 relevant academic sources for your report (for example five journal articles and the module textbook. You should use the academic research skills that you have learned in the course to find and use relevant academic sources. <br>You must include Harvard Style in-text citations, as well as a Harvard Style reference list at the end of your report. A full bibliography is NOT required<br>_._ | | **Expected word count:**<br>You are expected to write between 1200 and 1500 words, following the specific structure outlined above. Your assignment cover page and reference list are NOT included in the total word count. | | **Learning Outcomes Assessed:**<br>· Apply the concepts and theories introduced in this module to problems and issues within the practical world of management, organisation and work. <br>· Recognise the validity of multiple approaches to managing work and organisations, the importance of context, and several alternative perspectives on managing and organising.<br>· Assess the role that politics and culture play in the running of the organization.<br>· Evaluate the theoretical and practical relevance of these concepts and ideas within a contemporary context. | | **Submission Requirements:** **You must include the following paragraph on your title page:** _I confirm that this assignment is my own work._ _Where I have referred to academic sources, I have provided in-text citations and included the sources in the final reference list._ **How to avoid academic misconduct** You should follow academic conventions and regulations when completing your assessed work. If there is evidence that you have done any of the following, whether intentionally or not, you risk getting a zero mark: **Plagiarism & poor scholarship** · stealing ideas or work from another person (experts or students) · using quotations from sources without paraphrasing and using citations **Collusion** · working together with someone else on an individual assessment, e.g., your work is corrected, rephrased or added to by another (both parties would be guilty) **Buying or commissioning work** · submitting work as your own that someone else produced (whether you paid for it or not) **Cheating** · copying the work of another student · using resources or aids that are not permitted for the assessment **Fabrication** · submitting work, e.g., laboratory work, which is partly or completely made up. This includes claiming that work was done by yourself alone when it was actually done by a group **Personation** · claiming to be another student and taking an assessment instead of them (both parties guilty) Specific formatting instructions: You must type your assessment in Arial font 11, with 1.5 line spacing. You must submit the assessment electronically via the VLE module page. Please ensure you submit it via Turnitin. Assessments submitted after the submission deadline without an approved EEC may incur penalties or may not be accepted. | | | | — | — | | **Additional submission information – check you have done the following:** | | Formatting | Consistent font, spacing, page numbers, formatting and subheadings | | Citations | Correct format and location throughout the report | | Referencing | Harvard referencing system used correctly in-text and in the reference list | | Summarising | Summarising the case study and related research | | Paraphrasing | Paraphrasing the contents of theory and research findings | | Spell check | Spell check the report | | Proof-reading | Proof-reading completed | | Grammar | _Grammarly_ has been used to check the report | | | **How will this assessment be marked?**<br>The assessment will be marked using the following areas and weightings:<br>**Research Quality** (20%)<br> <br>· Relevant high-quality sources used throughout.<br>· All claims presented and conclusions drawn were supported by evidence.<br>· At least 6 clearly relevant academic sources were critically used, (for example, 5 journal articles and the course textbook)<br>**Content** (20%)<br>· Demonstrates critical understanding of relevant concepts, including individual and social factors.<br>· All content was relevant to the topic and supported the student's interpretation of the research material.<br>**Evaluation & Analysis** (30%)<br> <br>· The student skillfully applied the theory to the case study.<br>· Analysis of the issues/factors is deep and balanced, showing an awareness of the perspective of the worker and of the company<br>· The student was able to draw on concepts from Organisational Behaviour to suggest reasonable but insightful improvements to the management of the company.<br>Clear conclusion which synthesizes social and individual factors.<br>**Language and presentation**(20%)<br>· Appropriately formatted <br>· Well organised content, with sections arranged in a sensible way, and paragraphs within each section following a clear structure. <br>· Well thought out overall presentation, with consistent use of fonts, line and paragraph spacing. <br>Appropriate academic language, with no errors impeding understanding<br>**Academic Integrity**(10%)<br>· Information from sources is appropriately paraphrased/summarised rather than relying on quotations<br>· Any direct and indirect quotations are clearly marked and acknowledged with correct citations <br>· References match the citations and are correctly formatted<br>Data/facts presented are genuine and accurate<br>You will receive a mark in each of these categories. The overall mark will be a percentage (0-100%). | | **How will you get feedback?**<br>Your tutor will mark the assessment and provide you with in-text comments and a summary of key areas of strength and development. You can use this feedback to guide your further learning on the module. | | | | | | | — | — | — | — | | | | Kaplan International Pathways | | 1 | | kaplanpathways.com | | | | | | | | | | | | — | — | — | — | | | | Kaplan International Pathways | | 2 | | kaplanpathways.com | | | | | | ## image1.png
**## IY439ReportATIKICLGSep24-25.docx**
| |
| — |
| |
## Assessment Task Information
| | |
| — | — |
| ### Key details: |
| **Assessment title:** | ## Written Assessment (Individual): Report |
| **Module Name:** | Organisational Behaviour |
| **Module Code:** | IY439 |
| **Tutor’s Name:** | Simriti Popli |
| **Assessment will be set on:** | Week of 30/09/2024 |
| **Feedback opportunities:** | Formative deadline 15/11/2024 by 09:00am |
| **Assessment is due on:** | **03/12/2024 by 09:00am** |
| **Assessment weighting:** | 50% |
### | | | | — | — | | **Assessment Instructions** | | What do you need to do for this assessment? <br>**Task:**<br>Firstly, you are required to read the linked Case Study about <br>_Scarlett’s_. <br> <br>Secondly, you must write a report in which you critically analyse how <br>_Scarlett’s_ has managed its employees from the perspective of Organisational Behaviour. You must evaluate the management of the company through group factors (<br>**either** Organisational Culture <br>**or** Group Behaviour), <br>_and_ individual factors (<br>**either** Personality<br>**or** Learning). The aim of the report is to advise the business on how it can use the insights from Organisational Behaviour to improve its management of employees. <br> <br>**Guidance:**<br>For this assessment you should make use of the following formative activities that you have already completed. These activities have been designed to support this summative assessment:<br>**_Week 3-7 Do Tasks_**<br>This assignment is based on the content from the relevant Chapters of your textbook and VLE themes<br>**Please note:**<br>This is an individual assessment, so you should not work with any other student.<br>Before you submit this assessment, you will have an opportunity to receive feedback from your peers (other students in the class). Your tutor will arrange a time for you to share and discuss your progress with your classmates. You do not have to act on their feedback, but you may find it useful to enhance your final submission.<br>Your tutor will ask for a draft copy of your report and provide written feedback. You must submit your draft copy by 15/11/2024 by 09:00am via Turnitin Link on VLE, in order to receive this feedback. | | **Structure:**<br>Your report should be divided into the following 4 sections.<br>Section 1: Introduction to the <br>**organisational dilemma** and how the company is responding (200-300 words)<br> <br>Section 2: Evaluating management through social factors (<br>_Organizational Culture_ **OR** _Group Behaviour_) (500 words)<br> <br>Section 3: Evaluating management through individual factors (<br>_Personality_ **OR** _Learning_) (500 words)<br> <br>Section 4: Conclusion: synthesising social factors and individual factors to make recommendations (200 words). | | **Theory and/or task resources required for the assessment:**<br>You must conduct secondary research for this assessment finding relevant sources independently<br>, in addition to the information from the <br>Case Study.<br>Your report should show that you are able to evaluate management from different perspectives (taking into account individual factors and social factors) studied in Weeks 3-7 of the module. | | **Referencing style:**<br>You should refer to a minimum of 6 relevant academic sources for your report (for example five journal articles and the module textbook. You should use the academic research skills that you have learned in the course to find and use relevant academic sources. <br>You must include Harvard Style in-text citations, as well as a Harvard Style reference list at the end of your report. A full bibliography is NOT required<br>_._ | | **Expected word count:**<br>You are expected to write between 1200 and 1500 words, following the specific structure outlined above. Your assignment cover page and reference list are NOT included in the total word count. | | **Learning Outcomes Assessed:**<br>· Apply the concepts and theories introduced in this module to problems and issues within the practical world of management, organisation and work. <br>· Recognise the validity of multiple approaches to managing work and organisations, the importance of context, and several alternative perspectives on managing and organising.<br>· Assess the role that politics and culture play in the running of the organization.<br>· Evaluate the theoretical and practical relevance of these concepts and ideas within a contemporary context. | | **Submission Requirements:** **You must include the following paragraph on your title page:** _I confirm that this assignment is my own work._ _Where I have referred to academic sources, I have provided in-text citations and included the sources in the final reference list._ **How to avoid academic misconduct** You should follow academic conventions and regulations when completing your assessed work. If there is evidence that you have done any of the following, whether intentionally or not, you risk getting a zero mark: **Plagiarism & poor scholarship** · stealing ideas or work from another person (experts or students) · using quotations from sources without paraphrasing and using citations **Collusion** · working together with someone else on an individual assessment, e.g., your work is corrected, rephrased or added to by another (both parties would be guilty) **Buying or commissioning work** · submitting work as your own that someone else produced (whether you paid for it or not) **Cheating** · copying the work of another student · using resources or aids that are not permitted for the assessment **Fabrication** · submitting work, e.g., laboratory work, which is partly or completely made up. This includes claiming that work was done by yourself alone when it was actually done by a group **Personation** · claiming to be another student and taking an assessment instead of them (both parties guilty) Specific formatting instructions: You must type your assessment in Arial font 11, with 1.5 line spacing. You must submit the assessment electronically via the VLE module page. Please ensure you submit it via Turnitin. Assessments submitted after the submission deadline without an approved EEC may incur penalties or may not be accepted. | | | | — | — | | **Additional submission information – check you have done the following:** | | Formatting | Consistent font, spacing, page numbers, formatting and subheadings | | Citations | Correct format and location throughout the report | | Referencing | Harvard referencing system used correctly in-text and in the reference list | | Summarising | Summarising the case study and related research | | Paraphrasing | Paraphrasing the contents of theory and research findings | | Spell check | Spell check the report | | Proof-reading | Proof-reading completed | | Grammar | _Grammarly_ has been used to check the report | | | **How will this assessment be marked?**<br>The assessment will be marked using the following areas and weightings:<br>**Research Quality** (20%)<br> <br>· Relevant high-quality sources used throughout.<br>· All claims presented and conclusions drawn were supported by evidence.<br>· At least 6 clearly relevant academic sources were critically used, (for example, 5 journal articles and the course textbook)<br>**Content** (20%)<br>· Demonstrates critical understanding of relevant concepts, including individual and social factors.<br>· All content was relevant to the topic and supported the student's interpretation of the research material.<br>**Evaluation & Analysis** (30%)<br> <br>· The student skillfully applied the theory to the case study.<br>· Analysis of the issues/factors is deep and balanced, showing an awareness of the perspective of the worker and of the company<br>· The student was able to draw on concepts from Organisational Behaviour to suggest reasonable but insightful improvements to the management of the company.<br>Clear conclusion which synthesizes social and individual factors.<br>**Language and presentation**(20%)<br>· Appropriately formatted <br>· Well organised content, with sections arranged in a sensible way, and paragraphs within each section following a clear structure. <br>· Well thought out overall presentation, with consistent use of fonts, line and paragraph spacing. <br>Appropriate academic language, with no errors impeding understanding<br>**Academic Integrity**(10%)<br>· Information from sources is appropriately paraphrased/summarised rather than relying on quotations<br>· Any direct and indirect quotations are clearly marked and acknowledged with correct citations <br>· References match the citations and are correctly formatted<br>Data/facts presented are genuine and accurate<br>You will receive a mark in each of these categories. The overall mark will be a percentage (0-100%). | | **How will you get feedback?**<br>Your tutor will mark the assessment and provide you with in-text comments and a summary of key areas of strength and development. You can use this feedback to guide your further learning on the module. | | | | | | | — | — | — | — | | | | Kaplan International Pathways | | 1 | | kaplanpathways.com | | | | | | | | | | | | — | — | — | — | | | | Kaplan International Pathways | | 2 | | kaplanpathways.com | | | | | | ## image1.png
**## IY439casestudy.docx**
IY439 Written Assignment: Case Study
Scarlett's is a full service day spa and hair salon featuring a wide variety of spa treatments including full body massages, body scrubs and wraps, specialty manicures and pedicures, and a number of cuts and hair treatments. Scarlett’s flagship store and headquarters are in a large city in the UK. It also has spas/salons in four other major cities. Last year, Scarlett’s averaged around 22 employees per store; annual sales last year were approximately £1,500,000, a decrease of 14% from the year before. The company actually lost money last year for the first time since its first year operating. The management of Scarlett’s considers the firm to be a one-of-a-kind establishment serving a wide segment of the population. The success and growth of Scarlett’s has far exceeded all Mary Fitzwilliam’s (the founder and owner of the business) original expectations.
In response to the decline of the business Mary, who had no previous experience of running such a large organization, is retiring and handing over the running of the business to Lynne Montagu, an experienced health and beauty manager who has achieved success in a number of companies. The store managers at each of the other four Scarlett’s locations had reported directly to Mary. Within each store, individual store managers were the only employees serving in a supervisory position with each being responsible for all daily operational issues of his/her salon. In the early days of the company, all employees were termed ‘Scaries’ (because they worked at Scarlett) and at weekly celebratory meetings the ‘Scariest’ employee of the week, the employee that had shown off Scarlett’s values of teamwork and customer-focus, was presented with a small prize in front of everyone. In recent years, this practice has fallen away.
Scarlett’s offered a benefits package that was extremely generous. The company provides supplemental child-care reimbursement to all employees—even part-time sales associates. Additional employee benefits include part-time and flexible work hours, considerable paid time off, monthly company awards events, and 8 hours per year of paid time for employees to volunteer in the community. At the moment, there is no formal induction programme for managers or for staff. Mary used to like to take a lot of time explaining to new staff her vision for the company and that the the best approach was to see for themselves how things are done in the company.
Scarlett’s numbers had deteriorated dramatically in the past year. Profits were down; absenteeism was up; turnover, while not dramatic, was higher than it had been in the past five years. And while no formal performance appraisals, or any other form of performance management, had been done in the past year, Mary had provided Lynne with her own assessment of the performance of all Scarlett’s key people. It was clear that Mary felt that each was performing significantly below their capabilities, although it was not clear to Lynne exactly what evidence Mary had used to come to this conclusion.
Before she took the job, Lynne had stayed at the spa from opening to closing to visit with all the employees. She wanted to have as much information as possible before she started. While the conversations had been pleasant, it seemed pretty apparent that many, if not all, seemed reluctant to be totally honest. Though it was clear that everyone was friends in the company, and that the atmosphere was positive, it was not clear that the teams in the salons were performing as well as they could. She couldn’t help but worry that the majority of Scarlett’s employees simply did not feel part of a successful team, and that the company’s approaches to health and beauty were old-fashioned.
Adapted from Medlin, B. (2011) Bella’s: A Case study in Organizational Behaviour.
_Journal of Business Cases and Applications_, 4
_(1)_.
**image1.jpeg**
**## IY439ReportATIKICLGSep24-25.docx**
| |
| — |
| |
## Assessment Task Information
| | |
| — | — |
| ### Key details: |
| **Assessment title:** | ## Written Assessment (Individual): Report |
| **Module Name:** | Organisational Behaviour |
| **Module Code:** | IY439 |
| **Tutor’s Name:** | Simriti Popli |
| **Assessment will be set on:** | Week of 30/09/2024 |
| **Feedback opportunities:** | Formative deadline 15/11/2024 by 09:00am |
| **Assessment is due on:** | **03/12/2024 by 09:00am** |
| **Assessment weighting:** | 50% |
### | | | | — | — | | **Assessment Instructions** | | What do you need to do for this assessment? <br>**Task:**<br>Firstly, you are required to read the linked Case Study about <br>_Scarlett’s_. <br> <br>Secondly, you must write a report in which you critically analyse how <br>_Scarlett’s_ has managed its employees from the perspective of Organisational Behaviour. You must evaluate the management of the company through group factors (<br>**either** Organisational Culture <br>**or** Group Behaviour), <br>_and_ individual factors (<br>**either** Personality<br>**or** Learning). The aim of the report is to advise the business on how it can use the insights from Organisational Behaviour to improve its management of employees. <br> <br>**Guidance:**<br>For this assessment you should make use of the following formative activities that you have already completed. These activities have been designed to support this summative assessment:<br>**_Week 3-7 Do Tasks_**<br>This assignment is based on the content from the relevant Chapters of your textbook and VLE themes<br>**Please note:**<br>This is an individual assessment, so you should not work with any other student.<br>Before you submit this assessment, you will have an opportunity to receive feedback from your peers (other students in the class). Your tutor will arrange a time for you to share and discuss your progress with your classmates. You do not have to act on their feedback, but you may find it useful to enhance your final submission.<br>Your tutor will ask for a draft copy of your report and provide written feedback. You must submit your draft copy by 15/11/2024 by 09:00am via Turnitin Link on VLE, in order to receive this feedback. | | **Structure:**<br>Your report should be divided into the following 4 sections.<br>Section 1: Introduction to the <br>**organisational dilemma** and how the company is responding (200-300 words)<br> <br>Section 2: Evaluating management through social factors (<br>_Organizational Culture_ **OR** _Group Behaviour_) (500 words)<br> <br>Section 3: Evaluating management through individual factors (<br>_Personality_ **OR** _Learning_) (500 words)<br> <br>Section 4: Conclusion: synthesising social factors and individual factors to make recommendations (200 words). | | **Theory and/or task resources required for the assessment:**<br>You must conduct secondary research for this assessment finding relevant sources independently<br>, in addition to the information from the <br>Case Study.<br>Your report should show that you are able to evaluate management from different perspectives (taking into account individual factors and social factors) studied in Weeks 3-7 of the module. | | **Referencing style:**<br>You should refer to a minimum of 6 relevant academic sources for your report (for example five journal articles and the module textbook. You should use the academic research skills that you have learned in the course to find and use relevant academic sources. <br>You must include Harvard Style in-text citations, as well as a Harvard Style reference list at the end of your report. A full bibliography is NOT required<br>_._ | | **Expected word count:**<br>You are expected to write between 1200 and 1500 words, following the specific structure outlined above. Your assignment cover page and reference list are NOT included in the total word count. | | **Learning Outcomes Assessed:**<br>· Apply the concepts and theories introduced in this module to problems and issues within the practical world of management, organisation and work. <br>· Recognise the validity of multiple approaches to managing work and organisations, the importance of context, and several alternative perspectives on managing and organising.<br>· Assess the role that politics and culture play in the running of the organization.<br>· Evaluate the theoretical and practical relevance of these concepts and ideas within a contemporary context. | | **Submission Requirements:** **You must include the following paragraph on your title page:** _I confirm that this assignment is my own work._ _Where I have referred to academic sources, I have provided in-text citations and included the sources in the final reference list._ **How to avoid academic misconduct** You should follow academic conventions and regulations when completing your assessed work. If there is evidence that you have done any of the following, whether intentionally or not, you risk getting a zero mark: **Plagiarism & poor scholarship** · stealing ideas or work from another person (experts or students) · using quotations from sources without paraphrasing and using citations **Collusion** · working together with someone else on an individual assessment, e.g., your work is corrected, rephrased or added to by another (both parties would be guilty) **Buying or commissioning work** · submitting work as your own that someone else produced (whether you paid for it or not) **Cheating** · copying the work of another student · using resources or aids that are not permitted for the assessment **Fabrication** · submitting work, e.g., laboratory work, which is partly or completely made up. This includes claiming that work was done by yourself alone when it was actually done by a group **Personation** · claiming to be another student and taking an assessment instead of them (both parties guilty) Specific formatting instructions: You must type your assessment in Arial font 11, with 1.5 line spacing. You must submit the assessment electronically via the VLE module page. Please ensure you submit it via Turnitin. Assessments submitted after the submission deadline without an approved EEC may incur penalties or may not be accepted. | | | | — | — | | **Additional submission information – check you have done the following:** | | Formatting | Consistent font, spacing, page numbers, formatting and subheadings | | Citations | Correct format and location throughout the report | | Referencing | Harvard referencing system used correctly in-text and in the reference list | | Summarising | Summarising the case study and related research | | Paraphrasing | Paraphrasing the contents of theory and research findings | | Spell check | Spell check the report | | Proof-reading | Proof-reading completed | | Grammar | _Grammarly_ has been used to check the report | | | **How will this assessment be marked?**<br>The assessment will be marked using the following areas and weightings:<br>**Research Quality** (20%)<br> <br>· Relevant high-quality sources used throughout.<br>· All claims presented and conclusions drawn were supported by evidence.<br>· At least 6 clearly relevant academic sources were critically used, (for example, 5 journal articles and the course textbook)<br>**Content** (20%)<br>· Demonstrates critical understanding of relevant concepts, including individual and social factors.<br>· All content was relevant to the topic and supported the student's interpretation of the research material.<br>**Evaluation & Analysis** (30%)<br> <br>· The student skillfully applied the theory to the case study.<br>· Analysis of the issues/factors is deep and balanced, showing an awareness of the perspective of the worker and of the company<br>· The student was able to draw on concepts from Organisational Behaviour to suggest reasonable but insightful improvements to the management of the company.<br>Clear conclusion which synthesizes social and individual factors.<br>**Language and presentation**(20%)<br>· Appropriately formatted <br>· Well organised content, with sections arranged in a sensible way, and paragraphs within each section following a clear structure. <br>· Well thought out overall presentation, with consistent use of fonts, line and paragraph spacing. <br>Appropriate academic language, with no errors impeding understanding<br>**Academic Integrity**(10%)<br>· Information from sources is appropriately paraphrased/summarised rather than relying on quotations<br>· Any direct and indirect quotations are clearly marked and acknowledged with correct citations <br>· References match the citations and are correctly formatted<br>Data/facts presented are genuine and accurate<br>You will receive a mark in each of these categories. The overall mark will be a percentage (0-100%). | | **How will you get feedback?**<br>Your tutor will mark the assessment and provide you with in-text comments and a summary of key areas of strength and development. You can use this feedback to guide your further learning on the module. | | | | | | | — | — | — | — | | | | Kaplan International Pathways | | 1 | | kaplanpathways.com | | | | | | | | | | | | — | — | — | — | | | | Kaplan International Pathways | | 2 | | kaplanpathways.com | | | | | | ## image1.png
**## IY439casestudy.docx**
IY439 Written Assignment: Case Study
Scarlett's is a full service day spa and hair salon featuring a wide variety of spa treatments including full body massages, body scrubs and wraps, specialty manicures and pedicures, and a number of cuts and hair treatments. Scarlett’s flagship store and headquarters are in a large city in the UK. It also has spas/salons in four other major cities. Last year, Scarlett’s averaged around 22 employees per store; annual sales last year were approximately £1,500,000, a decrease of 14% from the year before. The company actually lost money last year for the first time since its first year operating. The management of Scarlett’s considers the firm to be a one-of-a-kind establishment serving a wide segment of the population. The success and growth of Scarlett’s has far exceeded all Mary Fitzwilliam’s (the founder and owner of the business) original expectations.
In response to the decline of the business Mary, who had no previous experience of running such a large organization, is retiring and handing over the running of the business to Lynne Montagu, an experienced health and beauty manager who has achieved success in a number of companies. The store managers at each of the other four Scarlett’s locations had reported directly to Mary. Within each store, individual store managers were the only employees serving in a supervisory position with each being responsible for all daily operational issues of his/her salon. In the early days of the company, all employees were termed ‘Scaries’ (because they worked at Scarlett) and at weekly celebratory meetings the ‘Scariest’ employee of the week, the employee that had shown off Scarlett’s values of teamwork and customer-focus, was presented with a small prize in front of everyone. In recent years, this practice has fallen away.
Scarlett’s offered a benefits package that was extremely generous. The company provides supplemental child-care reimbursement to all employees—even part-time sales associates. Additional employee benefits include part-time and flexible work hours, considerable paid time off, monthly company awards events, and 8 hours per year of paid time for employees to volunteer in the community. At the moment, there is no formal induction programme for managers or for staff. Mary used to like to take a lot of time explaining to new staff her vision for the company and that the the best approach was to see for themselves how things are done in the company.
Scarlett’s numbers had deteriorated dramatically in the past year. Profits were down; absenteeism was up; turnover, while not dramatic, was higher than it had been in the past five years. And while no formal performance appraisals, or any other form of performance management, had been done in the past year, Mary had provided Lynne with her own assessment of the performance of all Scarlett’s key people. It was clear that Mary felt that each was performing significantly below their capabilities, although it was not clear to Lynne exactly what evidence Mary had used to come to this conclusion.
Before she took the job, Lynne had stayed at the spa from opening to closing to visit with all the employees. She wanted to have as much information as possible before she started. While the conversations had been pleasant, it seemed pretty apparent that many, if not all, seemed reluctant to be totally honest. Though it was clear that everyone was friends in the company, and that the atmosphere was positive, it was not clear that the teams in the salons were performing as well as they could. She couldn’t help but worry that the majority of Scarlett’s employees simply did not feel part of a successful team, and that the company’s approaches to health and beauty were old-fashioned.
Adapted from Medlin, B. (2011) Bella’s: A Case study in Organizational Behaviour.
_Journal of Business Cases and Applications_, 4
_(1)_.
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**## IY439ReportATIKICLGSep24-25.docx**
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## Assessment Task Information
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| ### Key details: |
| **Assessment title:** | ## Written Assessment (Individual): Report |
| **Module Name:** | Organisational Behaviour |
| **Module Code:** | IY439 |
| **Tutor’s Name:** | Simriti Popli |
| **Assessment will be set on:** | Week of 30/09/2024 |
| **Feedback opportunities:** | Formative deadline 15/11/2024 by 09:00am |
| **Assessment is due on:** | **03/12/2024 by 09:00am** |
| **Assessment weighting:** | 50% |
### | | | | — | — | | **Assessment Instructions** | | What do you need to do for this assessment? <br>**Task:**<br>Firstly, you are required to read the linked Case Study about <br>_Scarlett’s_. <br> <br>Secondly, you must write a report in which you critically analyse how <br>_Scarlett’s_ has managed its employees from the perspective of Organisational Behaviour. You must evaluate the management of the company through group factors (<br>**either** Organisational Culture <br>**or** Group Behaviour), <br>_and_ individual factors (<br>**either** Personality<br>**or** Learning). The aim of the report is to advise the business on how it can use the insights from Organisational Behaviour to improve its management of employees. <br> <br>**Guidance:**<br>For this assessment you should make use of the following formative activities that you have already completed. These activities have been designed to support this summative assessment:<br>**_Week 3-7 Do Tasks_**<br>This assignment is based on the content from the relevant Chapters of your textbook and VLE themes<br>**Please note:**<br>This is an individual assessment, so you should not work with any other student.<br>Before you submit this assessment, you will have an opportunity to receive feedback from your peers (other students in the class). Your tutor will arrange a time for you to share and discuss your progress with your classmates. You do not have to act on their feedback, but you may find it useful to enhance your final submission.<br>Your tutor will ask for a draft copy of your report and provide written feedback. You must submit your draft copy by 15/11/2024 by 09:00am via Turnitin Link on VLE, in order to receive this feedback. | | **Structure:**<br>Your report should be divided into the following 4 sections.<br>Section 1: Introduction to the <br>**organisational dilemma** and how the company is responding (200-300 words)<br> <br>Section 2: Evaluating management through social factors (<br>_Organizational Culture_ **OR** _Group Behaviour_) (500 words)<br> <br>Section 3: Evaluating management through individual factors (<br>_Personality_ **OR** _Learning_) (500 words)<br> <br>Section 4: Conclusion: synthesising social factors and individual factors to make recommendations (200 words). | | **Theory and/or task resources required for the assessment:**<br>You must conduct secondary research for this assessment finding relevant sources independently<br>, in addition to the information from the <br>Case Study.<br>Your report should show that you are able to evaluate management from different perspectives (taking into account individual factors and social factors) studied in Weeks 3-7 of the module. | | **Referencing style:**<br>You should refer to a minimum of 6 relevant academic sources for your report (for example five journal articles and the module textbook. You should use the academic research skills that you have learned in the course to find and use relevant academic sources. <br>You must include Harvard Style in-text citations, as well as a Harvard Style reference list at the end of your report. A full bibliography is NOT required<br>_._ | | **Expected word count:**<br>You are expected to write between 1200 and 1500 words, following the specific structure outlined above. Your assignment cover page and reference list are NOT included in the total word count. | | **Learning Outcomes Assessed:**<br>· Apply the concepts and theories introduced in this module to problems and issues within the practical world of management, organisation and work. <br>· Recognise the validity of multiple approaches to managing work and organisations, the importance of context, and several alternative perspectives on managing and organising.<br>· Assess the role that politics and culture play in the running of the organization.<br>· Evaluate the theoretical and practical relevance of these concepts and ideas within a contemporary context. | | **Submission Requirements:** **You must include the following paragraph on your title page:** _I confirm that this assignment is my own work._ _Where I have referred to academic sources, I have provided in-text citations and included the sources in the final reference list._ **How to avoid academic misconduct** You should follow academic conventions and regulations when completing your assessed work. If there is evidence that you have done any of the following, whether intentionally or not, you risk getting a zero mark: **Plagiarism & poor scholarship** · stealing ideas or work from another person (experts or students) · using quotations from sources without paraphrasing and using citations **Collusion** · working together with someone else on an individual assessment, e.g., your work is corrected, rephrased or added to by another (both parties would be guilty) **Buying or commissioning work** · submitting work as your own that someone else produced (whether you paid for it or not) **Cheating** · copying the work of another student · using resources or aids that are not permitted for the assessment **Fabrication** · submitting work, e.g., laboratory work, which is partly or completely made up. This includes claiming that work was done by yourself alone when it was actually done by a group **Personation** · claiming to be another student and taking an assessment instead of them (both parties guilty) Specific formatting instructions: You must type your assessment in Arial font 11, with 1.5 line spacing. You must submit the assessment electronically via the VLE module page. Please ensure you submit it via Turnitin. Assessments submitted after the submission deadline without an approved EEC may incur penalties or may not be accepted. | | | | — | — | | **Additional submission information – check you have done the following:** | | Formatting | Consistent font, spacing, page numbers, formatting and subheadings | | Citations | Correct format and location throughout the report | | Referencing | Harvard referencing system used correctly in-text and in the reference list | | Summarising | Summarising the case study and related research | | Paraphrasing | Paraphrasing the contents of theory and research findings | | Spell check | Spell check the report | | Proof-reading | Proof-reading completed | | Grammar | _Grammarly_ has been used to check the report | | | **How will this assessment be marked?**<br>The assessment will be marked using the following areas and weightings:<br>**Research Quality** (20%)<br> <br>· Relevant high-quality sources used throughout.<br>· All claims presented and conclusions drawn were supported by evidence.<br>· At least 6 clearly relevant academic sources were critically used, (for example, 5 journal articles and the course textbook)<br>**Content** (20%)<br>· Demonstrates critical understanding of relevant concepts, including individual and social factors.<br>· All content was relevant to the topic and supported the student's interpretation of the research material.<br>**Evaluation & Analysis** (30%)<br> <br>· The student skillfully applied the theory to the case study.<br>· Analysis of the issues/factors is deep and balanced, showing an awareness of the perspective of the worker and of the company<br>· The student was able to draw on concepts from Organisational Behaviour to suggest reasonable but insightful improvements to the management of the company.<br>Clear conclusion which synthesizes social and individual factors.<br>**Language and presentation**(20%)<br>· Appropriately formatted <br>· Well organised content, with sections arranged in a sensible way, and paragraphs within each section following a clear structure. <br>· Well thought out overall presentation, with consistent use of fonts, line and paragraph spacing. <br>Appropriate academic language, with no errors impeding understanding<br>**Academic Integrity**(10%)<br>· Information from sources is appropriately paraphrased/summarised rather than relying on quotations<br>· Any direct and indirect quotations are clearly marked and acknowledged with correct citations <br>· References match the citations and are correctly formatted<br>Data/facts presented are genuine and accurate<br>You will receive a mark in each of these categories. The overall mark will be a percentage (0-100%). | | **How will you get feedback?**<br>Your tutor will mark the assessment and provide you with in-text comments and a summary of key areas of strength and development. You can use this feedback to guide your further learning on the module. | | | | | | | — | — | — | — | | | | Kaplan International Pathways | | 1 | | kaplanpathways.com | | | | | | | | | | | | — | — | — | — | | | | Kaplan International Pathways | | 2 | | kaplanpathways.com | | | | | | ## image1.png