1. Introduction The report consists of various topics explained for a better understanding of the organisation and the people in it. 1. 1 Purpose The report emphasises to give a brief understanding of the Kolb’s Learning cycle, the benefits of it, criticism it faces and its application in the real world. Next, we look at the different cultures that prevail in organisations. Also we will see the difference in the working culture of two organisations, comparing side by side.
Lastly, we will analyse the methods and alternatives to redundancy in various cases with real world examples. 1. 2 Outline structure i. Kolb’s Learning Cycle ii. Organisational Culture iii. Report on alternatives to Redundancy Work Force Planning Avoiding Compulsory Redundancies iv. Conclusion 2. 1 Kolb’s Learning Cycle, a brief- A learning style describes the preferences for how someone learns be it by reading, feeling, watching, listening or whatever. Therefore to understand the learning styles, management often refers to Kolb’s classification of learning styles.
(Kolb et al. 1971) (Gill & Johnson, 1991; Mifsud, 1990) state that “Throughout the time, this learning cycle has influenced research and implementation in management education & development” The basic four stages of cycle include, first, a direct experience, second, reflecting & observing, third, conceptualisation & conclusions, fourth, implementation from experience. With reference to Kolb’s cycle, I have developed the following, A detailed view of this could be firstly, feeling, secondly, watching, thirdly, thinking and lastly, doing.
Though learning can go in anyway, taking it- From Concrete Experience to Reflecting & Observation as Feel and Watch, this means, encountering a new experience, From Reflecting & Observing to Conceptualisation as Watch & Think, that implies reviewing on the experience held, From Conceptualisation to Experimentation as Think and Do, which means getting new ideas and modification of existing concept, and From Experimentation to Concrete Experience again as Do and Feel, that shows that the learner is able to apply his knowledge to the world to see new results.
The learning cycle helps managers to understand and explore the way how an individual tends to learn whether from his rationality or emotional reality? It helps them perceive a whole idea of whether it is individual learning or organizational learning. Cunningham (1994) argues that; there is no correct learning style; it is just about preferred learning style. Kolb’s cycle has become a key model to express the nature of experimental learning. The Kolb’s cycle is about experiential knowledge and learning from it about how to do things and have a proper understanding of theory and its link to practice.
2. 2 Application Engineering requires analytic thinking & hand on skills as it’s an applied science. There is a general consensus that laboratory work generates poor learning outcomes compared to time, effort, and costs invested in laboratory education (Al-Shuaili and Johnstone 2001; Hofestein and Lunetta, 2004; Kirschner, 1988; Ma and Nickerson, 2006). On applying the Kolb’s cycle of learning experience, “students were able to retain longer”. (David and Wyrick, 2002) According to Kolb, the learning experience would be optimal when there would be balance between the four stages.
The simulated version of hands on laboratory on molecular biology added by Raineri, (2001) aimed at students to repeat experiments various times for acquisition of higher skills & techniques. A 5 year application of this yielded results of very few failed students and a 5% increase in final scores. (Heise, 2006), conducted a comparative study on hands on and simulated version, which as a result showed an observation that students drew more interest in hands on lab rather than just simulated experiments. The students highly involved in Active Experimentation stage of the Kolb’s cycle because of their Doing in laboratory sessions.
Engum, Jeffries, and Fisher (2003) made a study on using virtual lab and real lab that revealed that students developed adequate skills, which suggested that combination of both can enhance a student’s skills and satisfaction levels. After all this researches were conducted, it was concluded that main reason for poor learning outcome in labs was due to weak activation of the learning cycle, there is an evidence of improvement in understanding & learning of students based on the combined experiments performed in Hands on, Virtual and remote laboratories. Criticism-
Alternatively, (Martin, 1994) that learning cycle only assumes that people speak in own voice about their experience but equally is possible their experiences might be denied due to dynamic relations. According to (Russ, Vince 1998) the concept of experiential learning is in need of review because Kolb’s cycle emphasises on importance of experiential knowledge but skips over the fact that learning may be developed from others experience as well than only direct experience, that is to say, feelings developed due to sexual harassment, managerial bullying etc.
Kolb’s model of learning experience implies on learning from past rather than now and here experience. (Yalom, 1985) 2. 3 My learning experience and its analysis- I was studying my bachelors in India; I had a habit of readily helping anyone. I helped a friend of mine, not a very close one though, with cash as he told me his mother was seriously ill and was in the hospital and needed to be operated. I helped him with cash the same day as he promised me to return it back as soon as she recovers. I used to call him to know how his mom was and very nicely he used to bully me.
As time passed, I came to know that whatever he told me was a lie and he used the money to pay back to the lenders he had taken it from. I was really shocked and I did not know how to trace him because I did not know where he lived and I only had his mobile number on which I could contact him. I called him several times a day continuously for many days but he never responded so certainly I got into depression and lot problems because I couldn’t share this incident of mine with anyone and I really was left with no choices except to make a lot of cost cutting to adjust this amount.
I went through a very tough time, when I didn’t have money left for my own expenditure and at that time none came up to help and I could not ask my dad for because he was abroad and it would take time but I realised how people can make use of you and how I need to be cautious next time before getting into such issues, the things could have been better if I would have known a little about him just before getting involved into helping him out and also I would have to not go all this way along if I would have not kept it to myself and shared it with my parents. They were the only ones who could help me and also on whom I could totally rely.
It would have been a much relief mentally but I failed to share and went into stress all way alone. Although, It taught me a lesson and gave me an understanding of people’s behaviour and how they could change at times and even who real friends were and also about myself, to be able to solve a problem in such critical condition. Possibly for next time, I would have to give up on my over trusting habit, I would not step back from helping but it just would be more in kind than cash. It’s just that; don’t change yourself, just change the way you do things. 2. 4 Peer Review: Strengths-
On the first exercise, my peer has reviewed my work as C grade and has identified my strengths as ability to go through more material, no use of internet material; I am able to present the data in a proper and more systematic manner with good explanation of the things talked about. The learning cycle of self-experience in terms of the four stages is well linked to the situation. Weaknesses- I was not able to reference properly according to the Harvard style when there was use of paraphrasing of the material read in journals and books. I made more use of direct quotations and I am also not being able to reference nicely.
I had not made any use of quotation marks where I have used direct quotes. I am not linking my written material to real life examples of companies or even real situations which can be a better idea for more detailed understanding. I have made no use of my own examples and have neither properly discussion the topic with regards to the question. Actions taken- With regard to the comments received above, I tried to read more from wider sources, more books from electronic resource, online journal articles, new edition of books and enhanced my work for a better understanding of what I try to explain.
I have also further discussed my written work with my colleague to have a detailed analysis of mistakes I am making, common mistakes, repetitive mistakes etc to be sure of what to avoid next time. Improvement- On the basis of the actions I have taken, I have improved in referencing my work to a higher level with more accuracy, using less of direct quotes and explaining more of what I tend to understand resulting in limited plagiarism. I am now able to explain what I have read in my words, with more use of examples, applied my own experience in a broader way and have increased my word count significantly. 3. Organisational Culture
3. 1 Introduction “A set of shared, often implicit assumptions, beliefs, values and sense making procedures that influence and guide the behaviour and thinking of the organizational members and is continuously enacted and in turn reinforced or changed by the behaviour of organisational members. ” (Martin and Fellenz 2010, p. 181). This definition mostly reflects many aspects that are used to describe culture but on contrast, (Kraut, 1975) states that “the concept has no real value because its meanings are so diverse and largely contradictory that it is impossible for it to offer any value as a research idea.
” So, what is culture? It may lead to a particular favourite description; ‘culture is the way people behave and how things are done around here. ’ Although there is a lot of misconception that behaviour is culture, but it may be noted that behaviour can express culture, influence it, reinforce or change it but it is not culture. (Martin & Fellenz 2010) In order to have an evidence of organisational culture, we need to have a group of people who have been stable for a long time and share a common history for a culture to be formed. Culture is what a group learns in its external and internal environment.
Clearly, Culture depends on a group and does not get affected by an individual. (Schein, 1990) According to (Schein 1990), there are three levels of organisational culture. The basic level of assumption reflects how members think and feel, experience reality and have a look of the social world. They might be rarely questioned, and mostly are taken for granted. Basic assumptions and subjective knowledge remain at a subconscious level. An example of this might be gravity. Cultural assumptions provide basis for values; that is Schein’s next level of culture.
These values are norms, principles and standards that are revealed by the member’s behaviours and priorities and are more accessible. Finally, values are linked to artefacts; Schein’s third level of culture, in which behaviour expresses and manifests the cultural values and assumptions. It is observed that repetitive behaviour can leave traces of culture. Examples of this may be activities such as rituals, ceremonies, customs, etc. One of the problems of artefacts is that we might understand the culture of an organisation but it might not accurately be the indicator of how its members feel and react about the organisation.
(Schein, 1990) Apart from the levels of culture, there might be cultural frameworks, depending on areas where the companies are. An example of this is cultural difference between Japanese and American organisations. In comparison, Japanese organisations may provide lifetime employment whereas Americans may stick with short term employment. In addition, Japanese organisations may see slow evaluation and promotion while a very rapid promotion may be seen in the American organisations.
Furthermore there might be collective decision making and non-specialized career path in the Japanese firm’s on the other hand individual decision making and specialized career paths in the American culture. Later we will compare two organisations more precisely. (Ouchi and Jaeger, 1978) Similarly, (Deal and Kennedy 1982) introduced the distinction between strong and weak cultures. A strong culture would be evident if all members within it supported it and it was composed of deep values and beliefs. By comparison, a weak culture would be the one that is not supported by its members.
“The strength of a culture can be determined by the degree to which core aspects of culture are shared and the degree to which individuals are committed to it. ” (Luthans, 1995 p. 489) 3. 2 Semco Versus McDonalds We shall compare two organisations; Semco and McDonalds, based on their working environment, history and mainly, their culture. Semco is a Brazil based, equipment manufacturer while McDonalds operates fast food chain all over the world. Initially, Semco was also a paternalistic hierarchy but Ricardo Semler embraced a new way, restructuring the organisation to a freer, flexible and better place to work at.
It is such kind of a company, where employees can decide at what time they come to work, select their own boss and where, managers could set their own salaries. On contrary, McDonalds may bind workers to do a routine work in which there is possibly no need of efficiency and mainly creativity. A person working behind the counter or on an assembly line does not require any special skills neither any creativity. In McDonalds all of their roles are tightly controlled whereas in Semco, it may be noted that there is no particular regulation binding any employee of any level to do a certain thing at a specified time.
Semler says Semco’s success is not based on any formula, “its standard policy is no policy”. In his book; Maverick, Mr Semler explains that the employees in Semco are trained for multiple jobs and are likely to assume more control over their job level operations with responsibility. He further explains, people’s freedom is highly necessary as they attain objectives in their own way which is more beneficial to the organisation. At the same time, the workers in McDonalds may not realise their full potential because of limited freedom and decision making.
(Ritzer 2002, p25) in his book Mcdonaldization; states that, “People who try to be creative on the job are likely to get fired, because they are, from the point of view of the system, more likely to mess things up. ” In Maverick, Mr Semler states that “Worker involvement does not mean that bosses lose power”. It’s just that workers take more active interest in setting up the policies for the company. Due to this, need for supervisors have subsequently diminished because all of the duties are transferred to the workers themselves.
People are the most important resources of the company and their potential should not be under used. Unlike McDonalds, too much rigid and excessive control over the workers reduces productivity. (PM network 2005) (Ritzer 2002, Mcdonaldization) Peer Review 2 Strengths- My peer has reviewed my work as B grade and has identified positives as better ability to reference recent material. Also, he has commented about the ease of understanding of the material and matter used. The terms I have used are better compared to the previous writing work.
I have done more reading from different authors about the specific topic. I have done contrasting and comparison between two authors based on their views regarding a particular thing. Weaknesses- The work still lacks critical analysis. It could have been more critically examined; a better comparison between two firms on various grounds can be made. The presentation layout of the overall work is not equally distributed in terms of font and size. I have used italics, bold and many different fonts which tend to make my work look more mess. Actions taken-
According to the review, I have tried to make more detailed contrast on Semco & McDonalds, regarding its working environment and about how it operates, what are its policies, what is so different about it, how the employees enjoy working in a free environment and also other factors that affect an organisation. I have done more reading regarding a proper understanding of the culture and its attributes. I have read books regarding various aspects of McDonaldization in society, and its effect on our lives. Improvement- I have mostly rectified the identified issues, replaced my work with a single font and size.
I have corrected grammatical mistakes and also spelling errors. I have managed to learn about more linking words, comparing organisations and being able to analyse about what is right and to what extent? 4. Redundancy report Redundancy may occur when the organisation has to cut costs by reducing its workforce by firing its employees. Here are two alternatives that we have selected on the basis of the report. Workforce Planning Avoiding Compulsory Redundancies Other than this two, there are also measures which can be useful in order to avoid organisations from making their loyal employees redundant.
Few of them are Opportunistic savings, pay freeze, cost of sickness, absence costs, job sharing or may be also known as part time working, career breaks, flexible working, that may be working from home. In workforce planning, we have planned retirements, in which we need to identify the staffs plan for retirement that might help us identify future opportunities for planned replacements and therefore could reduce our financial costs. Also as per the council report, Employment post 65 is a measure of workforce planning in which young people for the job are encouraged but not meaning that old people do not value for the organisation.
Employees over the age of 64 can request permission to work beyond their retirement age. Under workforce planning, we shall see a case of BBC as how they proceeded with the redeployment process and provided their employees with jobs within BBC. All employees who met the skills and competency requirements of the job were appointed. Disabled employees will be given priority consideration under the redeployment plan for any post in the BBC taking into account reasonable adjustments.
However, the employees are not obliged to accept the offer and they shall lose their entitlement to redundancy payments if they refuse the alternative offer in writing. (BBC Redundancy & Reorganisation Policy 2011) Volunteers, an alternative method in the avoiding compulsory redundancies heading; where the employees may be given an option to take a onetime payment if they agree to leave the job. Research of this is based on the real life example of British Airways, where the firm took a massive step to offer voluntary redundancies to its 1400 managers in view to save about ?
170million in wages. According to the article in Daily mail, BA proposed an alliance with American Airlines to offer more transatlantic flights. A BA spokesman said: ‘We are in the worst trading environment the industry has ever faced. ” Like all airlines, BA was looking for areas where they could reduce costs and so it has given its senior managers to apply for voluntary severance. (Daily Mail 2008) Furthermore, the 85 year rule is an alternative to compulsory redundancy in which a person can elect to receive benefits early if he balances between the suitable amount of service and his age.
Plymouth City Council currently operates a discretionary benefit in relation to releasing employees early with Employer Consent. This means that if an employee is aged over 50 and under 60, he will be able to apply for early retirement. However, this is under the consent of the employer whether to accept or not and is not an automatic right of the employee. There have been few changes in the 85 year rule since October 2006, which states that if by March 2016, the employee is of age 60 or above and satisfies the 85 year rule, when you start to withdraw your pension, the benefits you build up will not be reduced. (www. plymouth.
gov. uk/the_85_year_rule. pdf? ) Compulsory Redundancies- Lastly, if all measures prove to be unsuccessful, or do not result in enough projected savings, then compulsory redundancies are required. 4. 1 Individual based review- I had a good understanding of the key terms and also about the methods to avoid redundancy. I spoke frankly, was able to make contact with others, and had a good share of time. The main weak point was that it was more of mere reading out what was in the report, and less explanatory. I did not use any further readings available on Blackboard, therefore not providing any examples to explain more precisely.
The presentation had no references for any matter and nothing known where the readings were from. Action taken- We as a group edited our presentation, and managed to put less detail about the methods to avoid redundancy as that was clearer in the report and we made more reading and tried to get real life examples to get better understanding of how useful these measures really were in real time. Group review: As provided by our course tutor, the presentation tends to be more of an opinion rather than discussion and putting in our thoughts. Limited evidences and references were used.
The value of overall work is fair because there is no supporting research and therefore the methods have just been explained and not critically examined and analysed. The slides are very detailed and do not have referencing making it unclear from where do the definitions come from. So the work is very limited to wider reading and this shall be improved in the final assignment. 5. Conclusion 5. 1 Key Learning Points- After writing this final assignment, I feel confident about my writing skills, and I have also developed my understandings towards the key theoretical approaches regarding to people, culture, organisations etc.
I am now able to critically examine the culture between two or more firms and provide my opinions and discussions in variety of context. All these approaches and understandings cannot be guaranteed and they might vary from person to person as it cannot be fixed specifically, however, I get a basic understanding of how human behaviour and resources affect us and the organisations. Also I am able to reflect on my own personal background and got a chance to learn and understand how things change with circumstances. 5. 2 Skills to develop-
I need to be more punctual with my work, more accurate with my writing stuffs and to be reliable, develop deep knowledge by more reading skills. There is a need to be more presentable in the future. I need to build up my vocabulary higher than this to be able to write more and far better in academic stuff. 5. 3 Future actions required I have to make a habit of more reading for an enhanced writing and understanding perfection. Also wider readings provide a great subject knowledge base and contribute accordingly. I also need to be careful with my language and to avoid slang English up to some extent.
I have to get more knowledge about how and when referencing is necessary and the accurate way to do it. Also there is a need to develop my presentation skills as on how to address the audience, what to say and how, time matching and the ability to answer question in case if any. 6. References: Russ, Vince Journal of Management Education; Jun 1998; 22, 3; ProQuest Art, Design and Architecture Collection pg. 304 Mahmoud Abdul Wahed Engineering Centre of Excellence in Teaching and Learning Loughborough University Zoltan K Nagy Chemical Engineering Department Loughborough University Richard A. Howard, Curtis A.
Carver and William D. Lane United States Military Academy Stephen Linstead, Liz Fulop & Simon Lilley Management and Organization, a critical text; 2004 Martin J and Fellenz M (1957) Organisational Behaviour and Management (4), Andover, UK Schein H E (1990) Organisational Culture, American Psychologist, p109-118 Ouchi & Jaeger 1978; cited by Martin & Fellenz 2010 Luthans 1995; cited by Martin & Fellenz 2010 (PM Network 2005) Ritzer, G (2002) Mcdonaldization the reader, Sage Publications, USA Daily mail. 2008. 1,400 British Airways managers offered voluntary redundancy as global downturn forces cut in wages bill.
[ONLINE] Available at: http://www. dailymail. co. uk/news/article-1054832/1-400-British-Airways-managers-offered-voluntary-redundancy-global-downturn-forces-cut-wages-bill. html. [Accessed 02 June 13]. BBC. 2011. Reorganisation & Redeployment. [ONLINE] Available at:”http://downloads. bbc. co. uk/foi/classes/policies_procedures/reorganisation_and_redundancy_policy. pdf”>http://downloads. bbc. co. uk/foi/classes/policies_procedures/reorganisation_and_redundancy_policy. pdf. [Accessed 01 June 13]. www. plymouth. gov. uk/the_85_year_rule. pdf
