All regulations are cited in each file.
Please ensure low percentage of Plagiarism.
1st file about critical thinking question for Orgnaztionl behavior.
2nd file about a case study for Operation Managment.
3rd file about a case study for E managemnt
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College of Administrative and Financial Sciences Assignment 1 Deadline: 19/10/2019 @ 23:59 Course Name: Organizational Behavior Student’s Name: Course Code: MGT 301 Student’s ID Number: Semester: I CRN: Academic Year: 1440/1441 H For Instructor’s Use only Instructor’s Name: Dr xxxxxxxxxxxxxx Students’ Grade: 00/05 Level of Marks: High/Middle/Low Instructions – PLEASE READ THEM CAREFULLY • The Assignment must be submitted on Blackboard (WORD format only) 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 Question(s): (Marks- 05) Critical Thinking: Transformational Leaders Discuss a leader who you would consider to be transformational. If possible, choose a Business leader (Nongovernmental) located in the Middle East .In your paper, respond to the following: 1. Determine the key transformational qualities the leader possesses. 2. Based on your research, explain the impact the leader has had on his or her organization. 3. Examine the background of your selected leader and explain how he developed the skills to be a transformational leader. 4. What are the components of being a transformational leader? Thinking about yourself, determine if you are a transformational leader based on these components. 5. Next, examine your potential as a transformational leader and suggest ways for you to develop this type of leadership skill. What would need to happen in order to become a transformational leader? Directions: • • • • • • These assignments are an individual assignments. All students are encouraged to use their own words. Be three to five pages in length, which does not include the title page, abstract or required reference page, which are never a part of the content minimum requirements. Use Saudi Electronic University academic writing standards and APA style guidelines. Support your submission with course material concepts, principles, and theories from the textbook and at least two scholarly, peer-reviewed journal articles unless the assignment calls for more. It is strongly encouraged that you submit all assignments into the safe assignment Originality Check prior to submitting it to your instructor for grading. • Write a three-part essay (i.e., an essay that includes an introduction paragraph, the essay’s body, and a conclusion paragraph) that address the questions using a question and answer format. • Your well-written paper should meet the following requirements: An overview about Assignments Structure, Submission Time & others details: No. of Submissions Type of Assignment Allotment Week Assignment-1 Critical Thinking Week 4 Submission Week (before the end of week) Week 7 Marks 5 Answer: 1. 2. 3. . . Virtual Team Successes and Stresses A Case Study As widespread as diverse and dispersed teaming is these days, leading a virtual team can be a challenge. This case study offers ideas on making the best of diverse and dispersed team structures. Virtual teaming, that is, working on teams whose members are not present in the same location, is a fact of our modern, globalized business world. Virtual (or diverse and dispersed) teams are prevalent not only in multinational companies with offices in different countries, but also in academic and non-governmental institutions with bases across the world. In such team structures, members often have to communicate and collaborate with others who could be thousands of miles and many time zones apart. As widespread as diverse and dispersed teaming is these days, leading a virtual team can be a challenge. Team leaders need to not only account for practical matters such as scheduling across time zones, but also technical issues such as varying rates of connectivity and access to communication platforms. However, one of the biggest factors in creating successful collaboration among diverse and dispersed teams is culture – specifically, tailoring the team’s mission, plans and procedures to the preferences of the different cultures represented on the team. The following is a case study provided by a Cultural Navigator subject matter expert in diverse and dispersed teaming: “A virtual team leader named Rebecca, originally from the United States, recently led a virtual project team with members from Japan, Mexico, Germany, Korea and the US. Rebecca was focused on setting the team up for success, and although she deliberately used strategies and tools made available by her company, she learned some valuable lessons along the way. “Before initiating the project with a kick-off meeting, Rebecca made sure that everyone filled out their Cultural Orientations Indicator (COI) assessment to get to know their own work-style preferences. She then invited all members into a team message board on the Cultural Navigator, and encouraged them to share their profiles to better understand each other’s work-style preferences. “The team was not able to have a face-to-face kick-off meeting, so during their first virtual meeting, every team member took time to introduce him or herself. The members talked about the different preferences in their team using the non-judgmental vocabulary of the Cultural Orientations Approach. At the end of the call, the team agreed on some ground rules for their upcoming teleconference and then closed the call. “As the project continued, the team leader noticed that key team members were regularly not sharing their sales pipelines during their calls as agreed upon. Rebecca used humor during their sessions to lighten the mood, thinking some of the team members were nervous. However, she noticed the same people began to skip the calls, and were reluctant to speak when they were in attendance.” In the above case study, the team leader Rebecca had done her due diligence in preparing the team to accommodate different cultural preferences among its members. But then she hit a snag. What had she done wrong? The subject matter expert offered this reading of the situation: “In retrospect, Rebecca realized that even though she had set ground rules, she could have had an individual talk with each member before finalizing the team structure and processes. Perhaps in those discussions she would have understood that Woo-jin, her Korean colleague, worked in a strict hierarchical office environment and had to clear most decisions with his direct supervisor before sending anything to her. Woo-jin had hoped his team leader realized he did not have this approval, however Rebecca was not aware of this. Similarly, the Japanese team member named Kamiko was concerned about the strict data protection laws in Japan, so she did not feel comfortable sharing her sales pipeline information. Kamiko had tried to indirectly convey this limitation to Rebecca, who wasn’t able to understand this message. As for Rebecca’s use of humor during teleconferences, she did not realize how many cultural references she was using in her jokes, which her colleagues from outside her own culture had little understanding of.” In essence, while Rebecca began the team’s collaboration with most of the components necessary for success, throughout the project duration, she learned the hard way that cultural mishaps often stall even the best plan. While cultural due diligence and careful preparation are necessary components of working with a virtual team, the team leader and members need to exercise cultural awareness and cultural competence all along the way. Though there can be challenges to working in diverse and dispersed teams, they are a fact of modern work life. The good news is that, when managed well, virtual teams can be as effective and productive as their traditional equivalents. Questions: 1) What did the team leader notice during the team meeting (calls) and what did she tried to do to enhance the situation? 2) What should Rebeca had to do for each virtual worker and why? 3) What were the special situations with the Korean and the Japanese workers? 4) What the virtual leaders and the virtual members need to exercise? 5) How can the virtual teams be as effective and productive as their traditional equivalents? Useful links: ➢ http://www.nottingham.ac.uk/studentservices/documents/planning-and-preparing-to-writeassignments.pdf ➢ APA reference system https://student.unsw.edu.au/apa ➢ About plagiarism http://wts.indiana.edu/pamphlets/plagiarism.shtml ➢ About plagiarism https://en.wikipedia.org/wiki/Plagiarism Guidelines for the project assignment: ✓ This is an individual project, which is part from your course score. It requires effort and critical thinking. ✓ Use font Times New Roman, Calibri or Arial. ✓ Use 1.5 or double line spacing with left Justify all paragraphs. ✓ Use the footer function to insert page number. ✓ Ensure that you follow the APA style in your project. ✓ Your project report length should be between 400 to 600 words. College of Administrative and Financial Sciences Assignment 1 Deadline: 17/10/2019 @ 23:59 Course Name: Student’s Name: Course Code: Student’s ID Number: Semester: I CRN: Academic Year: 1440/1441 H For Instructor’s Use only Instructor’s Name: Students’ Grade: Marks Obtained/Out of Level of Marks: High/Middle/Low Instructions – PLEASE READ THEM CAREFULLY • The Assignment must be submitted on Blackboard (WORD format only) 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. Learning Outcome: • Demonstrate understanding of the concept of operations functions, supply chain strategy and issues required for a new production design • Exhibit the factors to determine the production and service processes. • Create the capacity to write coherent project about actual operation management case studies Assignment Question(s): (Marks 5) CASE STUDY Nissan Company Nissan Motor Company, Ltd, shortened to Nissan, is a Japanese multinational automaker. Head quartered in Japan, founded 1932. It formerly marketed vehicles under the “Datsun” brand name and is one of the largest car manufacturers –revenue appx $90 billion USD (2007) and Employees 190,000 (2008). Nissan continues its quest to optimize product development and deliver highly innovative technology. Today, in various countries and regions around the world they enjoy a reputation for creating truly innovative vehicles and service programs. With facilities around the world, the Qashqai, Micra, Micra C+C and Note are produced by Nissan Motor Manufacturing (UK) Ltd in Sunderland, Tyne & Wear. • Answer the following questions on the above case, you should review about this company through secondary available information and use APA style references; • To learn about how to use APA style reference, please visit the link below: http://libraryguides.vu.edu.au/apa-referencing/getting-started-in-apa-referencing 1) Describe the nature of operations management in the organization. In doing this, first describe the operation process of the production system. Second, identify operations decisions and responsibilities. Finally, write a short paper on some of the challenges facing operations management.? (Marks 2) (word count maximum:500) 2) Evaluate Nissan Motor Company in terms of its emphasis on the operations strategy objectives? What are the order winners and the order qualifiers? (Marks 1) (word count maximum:300) 3) What is the proper role of the operations function in product design? (Marks .05) (word count maximum:100) 4) How to manage production and operation issues in the context of demand uncertainty and fluctuation? (Marks 1) (word count maximum:300) 5) Suppose that Nissan Motor Company has considering moving from a batch process to an assembly-line process to better meet evolving market needs. What concerns might the following functions have about this proposed process change: marketing, finance, human resources, accounting, and information systems? (Marks 0.5) (word count maximum:150). Answer:
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