Zoe has recently formed a cross-functional team to work on a new secret project called Project X. There are 8 members of Project X and these members have different ages, cultural backgrounds, lengths of service at the company and personalities.
Discuss 5 reasons why teams can fail, relating these to potential issues Zoe may face with her team, and discuss ways Zoe can overcome them. (25 points)
The Answer Is:
See the Answer is the explanation.
Explanation:
Why Teams Fail: Challenges in Cross-Functional Teams and Solutions for Zoe's Project X
Cross-functional teams, such as Zoe’sProject X team, bring together diverse skills, perspectives, and experiences. While this diversity can foster innovation, it also presentschallenges that can lead to team failureif not managed properly. Below arefive key reasonswhy teams fail, how these issues may arise in Project X, and how Zoe can overcome them.
1. Lack of Clear Goals and Direction
How This Affects Project X:
If Zoe does not establishclear objectives, deliverables, and expectations, team members may work indifferent directions, leading to inefficiencies and frustration. Given that Project X issecret, the lack of transparency may causeconfusion and disengagement.
Solution:
✔Clearly define the project’s mission, objectives, and success criteriaat the outset.✔UseSMART goals (Specific, Measurable, Achievable, Relevant, Time-bound)to set expectations.✔Holdregular briefingsto ensure all team members understand their role in the project.
2. Poor Communication
How This Affects Project X:
With team members fromdifferent backgrounds, experience levels, and personalities, communication styles may vary. Some mayhesitate to share ideas, while others maydominate discussions. This can lead tomisunderstandings, silos, and frustration.
Solution:
✔Establishclear communication channels, such as scheduled meetings, email updates, and collaboration tools (e.g., Slack, Microsoft Teams).✔Foster anopen communication culturewhere all members feel comfortable sharing ideas.✔Encourageactive listeningto ensure all voices are heard.
3. Conflict and Personality Clashes
How This Affects Project X:
Diversity inage, culture, experience, and personalitiescan cause friction. Senior employees may resistyounger members’ ideas, while different working styles may lead todisagreements. If conflicts go unmanaged, the team can becomedysfunctional.
Solution:
✔Conductteam-building exercisesto build rapport and understanding among members.✔Implement aconflict resolution strategy, ensuring disputes are addressedconstructively.✔Encourage acollaborative mindset, where team members focus on shared goals rather than personal differences.
4. Lack of Trust and Team Cohesion
How This Affects Project X:
If team members do nottrust each otheror the leader, they may be reluctant toshare ideas, take risks, or collaborate. The secrecy of Project X may also createskepticism and uncertaintyamong members.
Solution:
✔Fosterpsychological safety, where team members feel safesharing ideas without fear of judgment.✔Encouragetransparencyby sharing relevant information about the project whenever possible.✔Organizeteam bonding activitiesto strengthen relationships and build trust.
5. Ineffective Leadership
How This Affects Project X:
If Zoe fails tolead effectively, team members may feeldisengaged, unsupported, or micromanaged. A lack of cleardecision-makingcan result indelays and frustration.
Solution:
✔Zoe should adopt asituational leadership style, adjusting her approach based on team needs.✔Balanceguidance with autonomy, ensuring team members feel empowered but supported.✔Regularlyrecognize and appreciateteam members’ contributions to boost morale.
Conclusion
ForProject Xto succeed, Zoe mustproactively address these common team failuresby settingclear goals, fostering strong communication, managing conflicts, building trust, and leading effectively. By implementing these strategies, she can ensure her cross-functional team remainsengaged, motivated, and productive, driving Project X to success.
Explain what is meant by the following terms: equality, discrimination and diversity (10 points) Discuss 5 benefits to having diversity in an organisation / supply chain (15 points)
The Answer Is:
See the Answer is the explanation.
Explanation:
Overall explanation
Below you will find how you can plan and draft the essay. Remember this is an example of one way you could approach the question. At Level 6 the questions are much more open so your response may be completely different and that's okay.
Essay Plan
Intro – managers should be sensitive to these three areas
1) Equality (Equalities Act 2010)
2) Discrimination
3) Diversity
5 benefits:
4) Innovation
5) Avoids groupthink
6) Better market understanding
7) Happier employees
8) Useful in international business
Conclusion – world is interconnected, diversity is a good thing
Example Essay
Managers who are sensitive to the needs and differences of others are effective, successful leaders. For this reason it is important to distinguish between the following terms, which are often confused:
Equality refers to the state of being equal in rights, opportunities, treatment, or status, regardless of factors such as race, gender, age, religion, disability, or other characteristics. It emphasizes fairness, justice, and the absence of discrimination in the treatment of individuals and groups. Equality is shrined into UK law in the Equalities Act 2010 meaning that it is illegal not to treat people the same.
Discrimination is the unjust or prejudicial treatment of individuals or groups based on their differences, either actual or perceived. Discrimination involves actions or practices that disadvantage or harm certain individuals or groups, often leading to unequal treatment and opportunities. For example only hiring white-skinned employees or not letting a woman become a member of a golf club.
Diversity encompasses the range of differences and variations among individuals. Embracing diversity means recognizing, respecting, and valuing differences such as language, background and culture. Diversity goes beyond the visible traits such as race and gender and includes both inherent and acquired attributes such as educational level and political beliefs.
Benefits of Diversity in an Organization/Supply Chain
Enhanced Creativity and Innovation: Diverse teams bring together individuals with varied backgrounds, experiences, and perspectives. This diversity of thought and ideas fosters creativity and innovation as team members approach problems and challenges from different angles. Creative solutions lead to a competitive advantage for an organisation and the ability to adapt to changing market demands.
Improved Decision-Making: Diversity in decision-making helps avoid groupthink, a phenomenon where homogeneous groups tend to conform to a single perspective. Different viewpoints and perspectives lead to more robust discussions and more well-rounded decisions. Organizations thus benefit from a wider range of ideas and strategies to address complex issues.
Broader Market Understanding: Diversity within an organization's workforce reflects the diversity of its customer base and the broader market. Diverse teams are better equipped to understand the needs, preferences, and behaviours of a diverse customer population. This understanding can inform product development, marketing strategies, and customer engagement, leading to increased market share.
Increased Employee Engagement and Satisfaction: An inclusive workplace that values diversity fosters a sense of belonging among employees. Employees are more likely to be engaged and satisfied when they feel their perspectives and contributions are respected and appreciated. Higher job satisfaction can lead to improved retention rates and reduced turnover costs.
Global Competence and Adaptability: In a globalized world, organizations with diverse workforces and supply chains are better equipped to navigate international markets and cultural nuances. Employees from diverse backgrounds bring valuable insights into global business practices, languages, and cultural sensitivities. This global competence enables organizations to expand into new markets and adapt to changing international dynamics.
In summary, diversity in an organization or supply chain brings a multitude of benefits, including enhanced creativity, improved decision-making, better market understanding, increased employee engagement, and global competence. Embracing diversity not only aligns with principles of equality and reduces discrimination, but also contributes to an organization's overall success andsustainability in a diverse and interconnected world.
Tutor Notes
- To gain extra points in an essay like this, you could bring in some real life examples of discrimination and diversity. The best one I can think of at the moment is Birmingham City Council which is currently in the news for pay discrimination https://www.bbc.com/news/uk-england-birmingham-66730165
- You could also use some quotes on the topic as part of the introduction or conclusion:
- "Diversity is not about how we differ. Diversity is about embracing one another's uniqueness." — Ola Joseph
- "We all should know that diversity makes for a rich tapestry, and we must understand that all the threads of the tapestry are equal in value no matter their colour." — Maya Angelou
- "Diversity is not a compliance issue. Diversity is a growth strategy." — Tiffany Jana
- Study guide p. 198
- Additional reading: The Business Case For Diversity is Now Overwhelming. Here's Why | World Economic Forum (weforum.org)
Pat is the newly appointed CPO (Chief Procurement Officer) of Circle Ltd, a fictional manufacturing company. He is in charge of a team of 12 procurement assistants. He is looking to introduce a new E-Procurement system and is unsure what leadership style would be most appropriate to use: assertive, consulting, collaborating or inspiring. Discuss how Pat could use each of these influencing styles with his team, evaluating their effectiveness for this situation.
The Answer Is:
See the Answer is the explanation.
Explanation:
Strategic Ethical Leadership in E-Procurement Implementation: Evaluating InfluencingStyles
In modern procurement management, leadership style significantly impacts the success of strategic initiatives such as the introduction of anE-Procurement system. Pat, as the newly appointedChief Procurement Officer (CPO)of Circle Ltd, must carefully select aninfluencing styleto ensure smooth adoption of the system by his12 procurement assistants. Different influencing styles—assertive, consulting, collaborating, and inspiring—offer distinct advantages and challenges in this scenario. This essay discusses how each of these leadership styles can be applied in Pat’s situation and evaluates their effectiveness.
1. Assertive Leadership Style
Assertive leadership involvesdirectingemployees with confidence and clarity, ensuring compliance through authority. If Pat adopts anassertive approach, he would:
Clearlycommunicatethe decision to implement the E-Procurement system.
Setfirm expectationsfor team members regarding system adoption.
Enforce astrict timelinefor training and compliance.
Effectiveness in This Situation
Advantages:Provides clarity, speeds up decision-making, and ensures quick implementation.
Challenges:Could lead toresistancefrom employees who feel excluded from the decision-making process.
Best Used When:There is anurgent deadlineor when employeeslack knowledgeof alternatives.
Given that procurement assistants may have concerns or fears abouttechnological change, a purelyassertive approach may create resistancerather than engagement.
2. Consulting Leadership Style
A consulting leadership style involvesseeking inputfrom team members before making a final decision. If Pat takes aconsultative approach, he would:
Engageprocurement assistants in discussions on how the new system will impact their work.
Conductsurveys or meetingsto gather feedback.
Allow employees tovoice concernsand propose suggestions.
Effectiveness in This Situation
Advantages:Encouragesbuy-infrom employees, reduces resistance, and improves decision-making.
Challenges:Can betime-consumingif employees havediverging opinionsorlack expertisein E-Procurement.
Best Used When:Employees have valuableexperience or insights, and the leader seeksteam engagement.
Since the system is new to the organization,consultation can help address fears and improve morale, but it should bestructured efficientlyto avoid unnecessary delays.
3. Collaborating Leadership Style
A collaborative leadership style fostersteamworkand shared decision-making, ensuring that all stakeholders work together toward a common goal. If Pat adopts acollaborative approach, he would:
Form across-functional project teamto oversee the E-Procurement implementation.
Encourageknowledge sharingandproblem-solvingamong team members.
Ensure that procurement assistants havea role in decision-making, such as selecting the software features they find most useful.
Effectiveness in This Situation
Advantages:Enhancesteamwork, improvesacceptance of change, and utilizes thecollective expertiseof the team.
Challenges:Can lead toslow decision-makingandconflictsif there are disagreements on implementation details.
Best Used When:The project requiresinnovationand teamwork, and when employees havetechnical expertiseorexperiencewith procurement systems.
Sincesuccessful adoptionof an E-Procurement system depends on user engagement,collaboration would be highly effective, but it needsstructured guidancefrom leadership.
4. Inspiring Leadership Style
An inspiring leadership style focuses onmotivating employeesby sharing a vision and fostering enthusiasm. If Pat uses aninspirational approach, he would:
Explain the strategic benefitsof E-Procurement for Circle Ltd, such as cost savings, efficiency, and competitive advantage.
Usestorytelling and case studiesto illustrate successful transformations in similar companies.
Recognize andreward employeeswho embrace the new system.
Effectiveness in This Situation
Advantages:Boostsmorale and motivation, increasescommitment, and reduceschange resistance.
Challenges:Employees may stillneed practical guidanceandstructured trainingalongside motivation.
Best Used When:Change issignificantand requires amindset shift, especially in environments whereinnovation is encouraged.
Since the introduction of E-Procurement isa transformative change, aninspiring leadership approachwould be effective inmotivatingemployees, but it should be paired withpractical implementation strategies.
Conclusion: Choosing the Best Approach
Pat must consider boththe technical challengesof E-Procurement implementation and thehuman factorsinvolved in change management.A blended approachcombining multiple leadership styles would be the most effective strategy:
Start with an inspiring approachtogenerate enthusiasmand ensure employees understand the long-term benefits of E-Procurement.
Use consultation and collaborationto gather feedback and ensure employees feelinvolvedin the change process.
Apply an assertive approach strategically, ensuring that deadlines and key expectations are met.
By combining these leadership styles, Pat cansuccessfully implementthe E-Procurement system while ensuring his team is engaged, motivated, and aligned with the company’s strategic goals.
Explain 5 qualities of an effective leader (10 points) Discuss the role of a leader in relation to the procurement and supply chain function of an organisation (15 points)
The Answer Is:
See the Answer is the explanation.
Explanation:
(A) Five Qualities of an Effective Leader (10 Points)
Effective leadership is crucial for the success of any organization, particularly in strategic procurement and supply chain management. Below arefive key qualitiesthat define an effective leader:
Vision and Strategic Thinking(2 Points)
A successful leader has aclear visionfor the future and can developstrategic plansto achieve organizational goals.
In procurement, this meansaligning supply chain strategieswith overall business objectives, such as cost reduction, sustainability, and supplier relationship management.
Integrity and Ethical Leadership(2 Points)
Ethical leaders act withhonesty, transparency, and fairness, setting high ethical standards for their teams.
In procurement, integrity ensuresfair supplier selection,compliance with procurement laws, andavoiding corruption or conflicts of interest.
Decision-Making and Problem-Solving Skills(2 Points)
Leaders must analyze complex situations, consider different perspectives, andmake informed decisions.
In supply chain management, this involvesrisk assessment,supplier negotiation, andresolving disruptions (e.g., supply shortages, logistics issues, or geopolitical risks).
Communication and Influence(2 Points)
An effective leaderclearly communicatesthe organization's goals and expectations to internal and external stakeholders.
In procurement, this involvesnegotiating contracts, managing supplier relationships, and ensuring cross-functional collaboration within the organization.
Emotional Intelligence and People Management(2 Points)
Emotional intelligence (EQ) includes self-awareness, empathy, motivation, and social skills, which are essential for managing teams.
In procurement, this helps leadersbuild trust,motivate employees, andhandle conflicts with suppliers or internal teamseffectively.
(B) Role of a Leader in Procurement and Supply Chain Functions (15 Points)
Leaders in procurement and supply chain management play acrucial strategic rolein ensuring the efficiency, sustainability, and ethical integrity of the organization's supply chain. Below arefive key rolesa leader plays:
Setting Strategic Direction in Procurement(3 Points)
A leader definesprocurement objectivesin line with corporate strategy, such ascost reduction, supplier diversity, risk management, and sustainability.
Example: AChief Procurement Officer (CPO)may implement a strategy to reduce reliance on a single supplier anddiversify sourcingto minimize risks.
Ensuring Ethical and Sustainable Procurement(3 Points)
Leaders must establish and enforceethical procurement policiesto avoid fraud, bribery, or unethical supplier practices.
Example: Ensuring compliance withCorporate Social Responsibility (CSR) initiatives, such as sourcing from ethical suppliers who followfair labor practices.
Supplier Relationship and Risk Management(3 Points)
A leader is responsible forbuilding strong supplier relationshipsthat foster trust, reliability, and long-term partnerships.
They alsoidentify and mitigate risksin the supply chain, such assupply disruptions, geopolitical risks, and financial instability of suppliers.
Driving Innovation and Continuous Improvement(3 Points)
Leaders encourage teams to adoptinnovative technologiessuch asArtificial Intelligence (AI), blockchain, and data analyticsin procurement.
Example: Implementinge-procurement systemsto enhance efficiency and transparency in supplier transactions.
Developing and Empowering the Procurement Team(3 Points)
A leader must focus ontalent development, upskilling procurement professionals, and fostering aculture of continuous learning.
Example: Providing training oncontract management, negotiation skills, and supplier evaluation techniquesto enhance team capabilities.
Explain what is meant by the ‘Informal Organisation’. How can this have a positive or negative impact upon an organisation?(25 points)
The Answer Is:
See the Answer is the explanation.
Explanation:
Overall explanation
Below you will find how you can plan and draft the essay. Remember this is an example of one way you could approach the question. At Level 6 the questions are much more open so your response may be completely different and that's okay.
Essay Plan
Intro – what is it
P1 – what makes up the informal organisation. Example
P2 – positive
P3 – negative
Conclusion – organisations need to appreciate its existence, harness the positive (communication and helping each other) but mitigate the bad (cliques and rumours).
Example Essay
The "Informal Organization" refers to the unofficial, and often spontaneous network of relationships, interactions, and communication that develop among employees within an organization. It exists alongside the formal structure and hierarchy of the organization, which is usually defined by the organizational chart, job roles, and official reporting relationships. The informal organization, on the other hand, is not documented or officially sanctioned but plays a significant role in shaping the work environment and influencing how work gets done.
The informal organisation is composed of : social networking (informal groups of friends), the Grapevine (informal messages, rumours) and collective values (groups making assumptions – familiarity breeds contempt). An example of this may be employees from different departments who routinely have lunch together and ‘gossip’ about the company. The Informal Organization exists in all types of organisation, regardless of the formal structure and it can have both positive and negative impacts on an organization:
Positive Impact:
Enhanced Communication: Informal networks often facilitate communication and information flow that might be limited within the formal structure. Employees can share ideas, solutions, and concerns more freely, leading to increased innovation and problem-solving.
Rapid Response to Change: Informal groups can adapt quickly to changes in the work environment, helping employees cope with uncertainty and transitions. They can be valuable during times of crisis or when the organization needs to pivot.
Social Support: Informal relationships can provide emotional support and a sense of belonging, reducing workplace stress and improving employee morale and job satisfaction. This can lead to higher retention rates and productivity. This is particularly true when activities or hobbies are included, for example a group of colleagues who create a football league and play after work.
Knowledge Transfer: Informal networks often facilitate the transfer of tacit knowledge (knowledge that is not easily documented) among employees, helping with onboarding, skill development, and organizational learning. For example, a more senior employee telling a new starter that Client A is a hothead so to make sure you answer his emails first.
Problem Resolution: Employees within informal networks may assist each other in resolving work-related issues, leading to quicker problem resolution and improved overall efficiency.
Negative Impact:
Cliques and Exclusivity: Informal groups can sometimes lead to cliques or exclusionary behaviour, which may create a sense of favouritism or inequality. This can negatively impact morale and teamwork. For example if the manager plays in the football league mentioned above he may consciously or unconsciously pick someone else who plays football for a promotion.
Resistance to Change: In some cases, informal groups may resist organizational changes that threaten their established norms or power dynamics, hindering the implementation of necessary reforms.
Gossip and Rumours: Informal communication can lead to the spreading of rumours, misinformation, or negative perceptions, which can harm employee morale and create a culture of distrust.
Conflict and Discord: Informal networks can sometimes breed conflicts and rivalries, which may spill over into the formal organization and disrupt teamwork and productivity. This may be those who play football vs those who don’t.
Lack of Accountability: In the absence of clear reporting structures, the informal organization can undermine accountability, as individuals may not be held responsible for their actions or decisions.
In summary, the informal organization can have a significant impact on an organization, both positive and negative. Understanding and managing these informal dynamics is essential for creating a productive and harmonious work environment. The organisation should foster a culture of inclusivity and diversity to reduce the formation of cliques and utilise informal networks for knowledge sharing and employee engagement initiatives.
Tutor Notes
- The football example is from my own personal experience. Another example is a split between people who go for a drink after work and those who don't.
- Informal organisations is on p. 250 of the study guide. It came up as a topic in May 22 but that was about how it can impact change, specifically. So you could get a question like the above on pros and cons. Or a question with a case study.
- I love this quote: "Gossip is just the news wearing a tutu." — Barbara Kingsolver. I think it perfectly sums up the informal organisation. It’s communication channels and relationships, just in a tutu.
It has recently come to light that Fakeborough City Council has been engaging in discriminatory labour practices. These allogations include paying male employees more than female employees for completing the same type of work and excluding some employees from promotional opportunities for no good reason. Discuss how employees at Fakeborough City Council can deal with discrimination at work, and the risks that Fakeborough City Council are currently facing.(25 points).
The Answer Is:
See the Answer is the explanation.
Explanation:
Overall explanation
Below you will find how you can plan and draft the essay. Remember this is an example of one way you could approach the question. At Level 6 the questions are much more open so your response may be completely different and that's okay.
Essay Plan
Introduction – discrimination undermines principles of fairness, equality and justice
Section 1: Employees should: use internal reportinc mechanisms, seek legal advice, talk to union, use ADR, keep records
Section 2: Council’s risks: legal, reputational, productivity, loss of talented staff, regulatory scrutiny
Conclusion: Council needs to promptly address these issues
Example Essay
Discrimination in the workplace is a grave issue that undermines the principles of fairness, equality, and justice. In this essay, we will discuss how employees at Fakeborough City Council can deal with discrimination at work and the risks currently faced by the council as a result of these discriminatory practices.
Dealing with Discrimination at Work:
Internal Reporting Mechanisms: Employees should utilize internal reporting mechanisms established by Fakeborough City Council to address discrimination issues. These mechanisms typically include channels for lodging complaints, such as HR departments or designated ombudsman officers. There may also be a whistleblowing channel which would inform senior leaders of issues such as the pay gap between male and female workers. By reporting incidents, employees can initiate formal investigations into these types of discriminatory practices.
Seek Legal Advice: If internal mechanisms do not yield satisfactory results or if employees fear retaliation, seeking legal advice from employment law specialists is a viable option. Legal professionals can provide guidance on pursuing legal remedies, such as filing discrimination claims with employment tribunals or courts. One way to do this may be for the employees at Fakeborough Council to speak to their trade unions or workers' councils, which could help individuals collectively address discrimination concerns. These representatives can negotiate with the council on behalf of affected employees and advocate for fair and equal treatment.
Document Incidents: Employees should keep detailed records of discriminatory incidents, including dates, times, locations, witnesses, and any relevant communication or documentation. These records can serve as valuable evidence in any legal proceedings or internal investigations.
Seek Mediation or Conciliation: Mediation or conciliation services can be explored as alternative dispute resolution methods. These processes aim to facilitate constructive dialogue between employees and the council to resolve discrimination issues amicably.
Risks Faced by Fakeborough City Council:
Legal Consequences: Fakeborough City Council is at risk of facing legal consequences if discrimination allegations are substantiated. If they are found to have paid male workers more than female workers, this would be in violation of the Equalities Act 2010. Consequences of a breach of this legislation may involve fines and compensation payments to affected employees.
Reputational Damage: Discrimination revelations can lead to significant reputational damage for the council. Negative media coverage and public backlash can erode public trust and support, making it challenging to attract and retain talent or secure funding for essential projects. As this is a public sector organisation, Fakeborough do not need to worry about loss to profits, as a private company would in a similar situation, however, damage to reputation could have other financial impacts such as losing out on opportunities. For example losing the opportunity to host events such as sporting events in the city because the event organisers don't want to be associated with the Council, or losing funding from central government.
Employee Morale and Productivity: Discrimination negatively impacts employee morale and productivity. Employees may disengage from their work, leading to decreased productivity, absenteeism, and high turnover rates, which can further strain the council's resources. This is particularly true when opportunities to advance are not equal. For example if Fakeborough council are only promoting white employees, then employees of other ethnicities will be disincentivised from working hard as they know that their work will not be compensated or rewarded.
Regulatory Scrutiny: Regulatory bodies, including the Equality and Human Rights Commission (EHRC) in the UK, may investigate Fakeborough City Council's employment practices if discrimination allegations arise. This can result in further legal obligations and potential penalties.
Loss of Talent: Discriminatory practices can drive away talented employees who seek workplaces with fair and inclusive cultures. This can result in a loss of valuable human capital, hindering thecouncil's ability to deliver services effectively.
In conclusion, addressing discriminatory labour practices at Fakeborough City Council requires employees to use internal reporting mechanisms, seek legal advice, engage with employee representatives, document incidents, and explore mediation or conciliation. The council faces significant risks, including legal consequences, reputational damage, diminished employee morale and productivity, regulatory scrutiny, and the loss of talent. It is in the council's best interest to promptly address and rectify discriminatory practices to foster a fair, inclusive, and productive work environment while mitigating these risks.
Zainab is a Procurement Manager and has recently taken on 10 new staff members, taking the size of her team from 10 to 20. Discuss the process of learning that the new members of the team may go through as they start their new roles (15 points). Explain different learning styles she may find in members of her team, relating your answer to one academic model (10 points).
The Answer Is:
See the Answer is the explanation.
Explanation:
Understanding the Learning Process and Learning Styles in a Procurement Team
As aProcurement Manager, Zainab is responsible for onboarding10 new team members, doubling the size of her team from10 to 20. As these new employees begin their roles, they will go through astructured learning processto develop the necessary skills and knowledge. Additionally, each individual may have adifferent learning style, requiring Zainab to tailor her training approach.
Part 1: The Process of Learning for New Procurement Staff (15 Points)
New employees in Zainab’s procurement team will typically go through the followinglearning stages, based on theFour Stages of Competence Model:
1. Unconscious Incompetence (Not Knowing What They Don’t Know)
At this stage, the new hires areunaware of what they need to learnand mayoverestimate their abilities.
Example: A new procurement assistant maynot realizethe complexity of supplier negotiations or compliance requirements.
Zainab’s Role:✔Provideclear job descriptionsand introduce new employees to procurement policies.✔Usementoring or shadowingto expose them to real-world tasks.
2. Conscious Incompetence (Realizing the Knowledge Gap)
As they begin working, new team membersbecome aware of their lack of knowledge and skills.
Example: A recruit maystruggleto use procurement software or understand supplier evaluation criteria.
Zainab’s Role:✔Offerstructured training programs(e.g., workshops on procurement software).✔Allowsafe spaces for mistakes and learning.
3. Conscious Competence (Developing Skills with Effort)
New employees startapplying their knowledgebut still requireconcentration and practice.
Example: A team member canconduct supplier due diligence, butneeds to double-check procedures.
Zainab’s Role:✔Providefeedback and constructive coaching.✔Assignsmall, real-world tasksto build confidence.
4. Unconscious Competence (Mastering the Skills Automatically)
At this stage, the employee canperform tasks efficiently without much conscious effort.
Example: A procurement officer cananalyze supplier bids instinctively, applying best practiceswithout hesitation.
Zainab’s Role:✔Encourage employees tomentor new hiresin the future.✔Offercareer development opportunities(e.g., CIPS qualifications).
Part 2: Learning Styles in the Team (10 Points)
Different team members will havedifferent learning styles, which means Zainab must tailor her training to accommodate them. A useful model to understand these differences isKolb’s Learning Styles Model(1984), which identifies four learning styles:
1. Activists (Learn by Doing)
Preferhands-on experiencesandpractical exercises.
Example: A new team member learns best byparticipating in live supplier negotiations.
Training Approach:✔Userole-playing exercisesandreal procurement tasks.
2. Reflectors (Learn by Observing and Thinking)
Prefer towatch, analyze, and reviewbefore taking action.
Example: A procurement analyst might prefer toobserve meetingsbefore participating.
Training Approach:✔Providecase studies and post-task reflection sessions.
3. Theorists (Learn by Understanding Concepts and Models)
Prefer structuredexplanations, data, and frameworks.
Example: A procurement team member might want tostudy CIPS frameworksbefore implementing them.
Training Approach:✔Uselectures, whitepapers, and structured presentations.
4. Pragmatists (Learn by Applying Knowledge to Real Problems)
Preferpractical solutionsandimmediate application.
Example: A procurement officer mayexperiment with supplier cost models in real contracts.
Training Approach:✔Usereal-world simulations and problem-solving exercises.
Conclusion
New employees in Zainab’s procurement team willprogress through stages of competence, requiringstructured learning, coaching, and hands-on experience. By recognizingdifferent learning styles(based onKolb’s model), Zainab can tailor training to ensuremaximum engagement and skill development. This will help her team becomeefficient, confident, and competent procurement professionals.
Michael is the new CEO of XYZ Ltd. He has recently joined the organisation which has been struggling financially and has issues with stakeholder communication. He is considering using the Democratic leadership approach. What are the advantages and disadvantages of this approach? Is this an appropriate style for Michael to adopt? (25 points)
The Answer Is:
See the Answer is the explanation.
Explanation:
Introduction
Leadership plays a crucial role in the success of an organization, especially when it is facingfinancial difficulties and stakeholder communication issues. The choice of leadership style significantly impactsemployee morale, decision-making efficiency, and overall businessperformance. Michael, the new CEO of XYZ Ltd., is considering adopting theDemocratic Leadership Approachto address these challenges.
This essay willexamine the advantages and disadvantagesof theDemocratic Leadership Styleand assess whether it is an appropriate leadership approach for Michael given the company's current challenges.
Understanding Democratic Leadership
Democratic leadership, also known asparticipative leadership, is a leadership style in which decision-making isshared between the leader and their team members. It encouragescollaboration, open communication, and employee engagement, ensuring that various perspectives are considered before making strategic decisions.
Key Characteristics of Democratic Leadership
Inclusive Decision-Making– Employees and stakeholders are actively involved in decision-making.
Encourages Open Communication– The leader fosters atransparent and opencommunication culture.
Focus on Teamwork and Collaboration– Employees work together towards shared goals.
Emphasis on Employee Empowerment– Employees feel valued and are encouraged to contribute ideas.
Long-Term Strategic Thinking– Decisions are made collectively, considering long-term benefits.
Advantages of Democratic Leadership (10 Points)
1. Improved Employee Engagement and Morale
Employees feelvalued and respectedbecause they areincluded in decision-making processes.
This leads tohigher motivation, job satisfaction, and productivity.
Example: In procurement, involving team members in supplier selection ensuresbetter buy-in and accountability.
2. Better Decision-Making Through Diverse Perspectives
Employees at different levels of the organization contributeunique insights.
Encouragingopen discussionscan lead tobetter problem-solving and innovation.
Example: Engaging employees in financial turnaround strategies might lead tocost-saving ideasfrom the procurement or finance teams.
3. Strengthens Stakeholder Relationships and Communication
Democratic leadershipimproves communicationwith bothinternal stakeholders (employees, managers) and external stakeholders (investors, suppliers, customers).
Byinvolving stakeholders in discussions, trust and cooperation areenhanced.
Example: Regular stakeholder meetings andopen discussions on financial recovery planscanreduce uncertainty and resistance.
4. Encourages Creativity and Innovation
Employees are given thefreedom to propose new ideas, leading tocontinuous improvement.
Example: In procurement, an inclusive approach might encouragesupply chain digitalizationorsustainable procurement strategies.
5. Builds a Positive Organizational Culture
A democratic leaderpromotes transparency, fairness, and ethical leadership.
This leads to amore positive work environment, reducing employee turnover.
Disadvantages of Democratic Leadership (10 Points)
1. Slow Decision-Making Process
Since multiple people are involved in decision-making, it takeslonger to reach aconsensus.
This can be problematic whenquick decisions are required, especially infinancial crisis situations.
Example: If XYZ Ltd. needs toimmediately cut costs, too much discussion maydelay urgent cost-saving measures.
2. Risk of Conflict and Disagreements
Open discussions may lead toconflicting opinions, making it difficult to find a common ground.
This can createdelays and inefficienciesin procurement and financial strategies.
Example: If procurement and finance teamsdisagree on cost-cutting strategies, decision-making could be stalled.
3. Requires Skilled and Experienced Employees
Democratic leadership works best when employees areexperienced, knowledgeable, and capable of making informed decisions.
If employeeslack expertise, their contributions may lead topoor strategic choices.
Example: A procurement team without risk management experience might suggest supplierswithout considering geopolitical risks.
4. Ineffective in Crisis Situations
In urgent situations whereimmediate action is required, democratic leadershipmay not be effective.
Leaders might need tomake quick, authoritative decisionsto stabilize the business.
Example: If XYZ Ltd. ison the verge of bankruptcy, Michael may need toquickly implement cost-cutting measureswithout waiting for employee consensus.
5. Potential for a Lack of Accountability
When decisions are made collectively, it may beunclear who is responsible for failures.
Employees mayavoid taking responsibility, assuming others will handle problems.
Example: If asupplier selection decision fails, no single person may be held accountable.
Is Democratic Leadership Appropriate for Michael at XYZ Ltd.? (5 Points)
Given the challenges at XYZ Ltd. (financial struggles and stakeholder communication issues), democratic leadershiphas both advantages and risks. Below is an assessment of whether this style is suitable for Michael:
Reasons Why Democratic Leadership is Suitable:
✅Improves stakeholder communication– Since XYZ Ltd. struggles with stakeholder relations, ademocratic approachcan helpbuild trust and collaboration.✅Boosts employee morale– Employees in a struggling company may feeldemotivated. Involving them in decision-makingincreases engagement and motivation.✅Encourages innovative solutions– XYZ Ltd. may needcreative financial recovery strategies, and a democratic approach couldgenerate new cost-saving ideas.
Reasons Why Democratic Leadership May Not Be Ideal:
❌Slow decision-making– XYZ Ltd. needsquick financial recovery decisions, whichdemocratic leadership may delay.❌May cause internal conflicts– Ifstakeholders have conflicting ideas on financial strategies, it may slow down progress.❌Not effective in crisis management– Michael may need tomake tough cost-cutting decisions quickly, whichrequires a more authoritative approach.
Recommended Approach for Michael:
Instead of adopting apurely democratic leadership style, Michael should consider abalanced approach:
Use democratic leadership for long-term strategic planning– Engage employees and stakeholders when designinglong-term recovery strategies.
Adopt an authoritative approach for urgent financial decisions– If immediatecost-cutting or restructuringis needed, Michael shouldmake firm, quick decisions.
Communicate decisions transparently– Even when making executive decisions, Michael shouldkeep employees and stakeholders informedto maintain trust.
Thisblended leadership style (situational leadership)allows Michael tobenefit from democratic leadership’s advantageswhile ensuringquick decision-making when necessary.
Conclusion
Democratic leadership hasseveral advantages, includingimproving communication, employee morale, and stakeholder relationships, all of which are beneficial for XYZ Ltd. However, it alsoslows decision-making and may cause conflicts, which can be problematic given the company’sfinancial struggles.
Michael should adopt asituational leadership approach, combiningdemocratic leadership for long-term strategic planningwithauthoritative leadership for urgent financial decisions. This will ensure that XYZ Ltd.recovers financially while maintaining transparency and employee engagement.
Bybalancing these approaches, Michael canlead XYZ Ltd. out of financial struggles while fostering a positive organizational culture.
Final Answer Structure for Maximum Marks (25 Points)
Introduction (3 Points)– Overview of the problem and introduction to democratic leadership.
Key Characteristics of Democratic Leadership (4 Points)– Explanation of democratic leadership style.
Advantages of Democratic Leadership (10 Points)– Five advantages with explanations and examples.
Disadvantages of Democratic Leadership (10 Points)– Five disadvantages with explanations and examples.
Suitability for Michael (5 Points)– Balanced evaluation of whether this leadership style is appropriate.
Conclusion (3 Points)– Summary and recommendation ofsituational leadership approach.
Fred has recently been promoted from a Procurement Executive to Head of Procurement at Silly Name Company. Having worked in the procurement department of Silly Name Company for over 15 years, he has many ideas of how to improve the department, some of them radical. How can Fred assess the readiness of the department to change? How would this impact his decisions to introduce his desired changes?(25 points)
The Answer Is:
See the Answer is the explanation.
Explanation:
Assessing Readiness for Change and Decision-Making: Fred’s Approach as Head of Procurement
Fred’s recent promotion fromProcurement Executive to Head of ProcurementatSilly Name Companypresents him with an opportunity to implement hisideas for departmental improvement. However, as someone who has worked in thesame organization for 15 years, Fred must firstassess the department’s readiness for changebefore implementingradical reforms. Failure to do so could lead toresistance, disruption, and inefficiency. This essay exploreshow Fred can evaluate change readiness, and how this assessment willinfluence his decision-making.
Assessing the Readiness for Change
To successfully introducechanges in procurement, Fred must evaluatekey factorsthat determine whether the department is ready to accept and implementnew ideas.
1. Understanding the Organizational Culture
Fred should assess whether the company culturesupports innovation and changeor prefersstability and routine.
Indicators of Readiness:✔A culture thatembraces innovation and continuous improvement.✔Employees whoactively propose new ideasand improvements.
Potential Barriers:✘A culture resistant to change, where employees prefer"the waythings have always been done."✘A history offailed change initiatives, causing skepticism.
Assessment Method:✔Surveys or feedback sessionsto gauge employee attitudes toward change.✔Observing past change efforts—were they successful or met with resistance?
2. Evaluating Employee Buy-in and Mindset
Fred needs toassess whether employees are open to new ways of workingor if they fear change due to job security concerns, workload increases, or lack of skills.
Indicators of Readiness:✔Employeesexpress willingnessto adopt new tools and processes.✔Staff membersdemonstrate adaptabilityto past procedural updates.
Potential Barriers:✘Employees fear that changesmight make their jobs redundant.✘Resistance due tolack of understanding or training.
Assessment Method:✔Conductone-on-one discussionsoranonymous surveyson employee perceptions of change.✔Identifychange championswho are enthusiastic about improvements.
3. Analyzing Current Processes and Pain Points
Before implementingradical changes, Fred must determine ifcurrent procurement processesare inefficient or if employees feel the need for change.
Indicators of Readiness:✔Procurement staff expressfrustrationwith outdated systems.✔Frequentdelays, bottlenecks, or inefficienciesin procurement processes.
Potential Barriers:✘Employees feel the current processeswork well enoughand resist changing them.✘Lack of data to justify why new processes would bebetter than existing ones.
Assessment Method:✔Conduct aprocess auditto evaluate inefficiencies.✔UseKPIs (Key Performance Indicators)to measure procurement effectiveness.
4. Assessing Resource Availability
Even if the department isopen to change, Fred must ensure there aresufficient resources(budget, technology, and expertise) to implement his ideas.
Indicators of Readiness:✔A budget exists toinvest in new tools, training, or staff.✔The organization is willing tocommit resourcesfor change implementation.
Potential Barriers:✘Limited financial resourcesmay delay or scale down initiatives.✘Employees lack thetechnical skillsto adapt to new procurement methods.
Assessment Method:✔Check theprocurement budgetand forecast costs for proposed changes.✔Evaluate if thecurrent team has the skillsneeded or requires training.
5. Leadership and Senior Management Support
Withoutsupport from senior management, Fred’s effortsmay not succeed. He must assesshow committed leadership isto change.
Indicators of Readiness:✔Senior leadersprioritize procurement transformation.✔Executives provideclear sponsorship and communicationabout improvements.
Potential Barriers:✘Leaders havecompeting prioritiesand are not fully committed.✘Conflicting objectivesbetween departments slow down decision-making.
Assessment Method:✔Schedulemeetings with senior managementto discuss alignment.✔Seek anexecutive sponsorto advocate for procurement reforms.
How Readiness Assessment Impacts Fred’s Decision-Making
After evaluating the department’schange readiness, Fred’s approach to implementing changes will depend on the findings.
1. If Readiness is High:
Fred can proceed withbigger, transformative changes.
He can introduceautomation tools, new supplier strategies, or restructuring initiatives.
A detailedchange management planshould be developed, outlining:✔Timelinesfor implementation.✔Training programsto upskill employees.✔Performance metricsto track improvements.
2. If Readiness is Moderate:
Fred should implementgradual, phased changesrather than radical reforms.
He may need toeducate employeeson the benefits of change before pushing large initiatives.
Focus onquick winsthat build momentum, such as:✔Smallprocess optimizations.✔Minorpolicy adjustments.✔Pilot projectsto test new ideas before full-scale rollout.
3. If Readiness is Low:
Fred mustaddress employee concerns firstbefore implementing major changes.
He should focus oncommunication and engagementto create a culture more open to change.
Strategies toincrease readinessinclude:✔Organizingworkshops and discussionsto explain the need for change.✔Showcasingcase studies of successful procurement transformations.✔Gaining senior leadership supportto drive top-down change.
Conclusion
For Fred to successfully implement hisprocurement transformation ideas, he must first assess whetherthe department is ready for change. By evaluatingorganizational culture, employee mindset, process efficiency, resource availability, and senior management support, he can determine theright strategy—whether to proceed withradical changes, implementgradual improvements, or firstincrease change readiness. His decisions should be guided byemployee engagement, clear communication, and alignment with business goals, ensuring that changesenhance procurement efficiency without causing unnecessary disruption.
What is meant by ethical supply chain management? (5 points). Discuss how the following can impact upon a supply chain and ways a supply chain manager can mitigate the risks: corporate governance, bribery and corruption, insider trading and discrimination (20 points)
The Answer Is:
See the Answer is the explanation.
Explanation:
Overall explanation
Below you will find how you can plan and draft the essay. Remember this is an example of one way you could approach the question. At Level 6 the questions are much more open so your response may be completely different and that's okay.
Essay Plan
Intro – ethical supply chain management = environment, society and wellbeing of stakeholders
P1 – corporate governance
P2 – bribery and corruption
P3 – insider trading
P4 - discrimination
Conclusion - Upholding these ethical principles not only benefits the organization but also contributes to a more just and responsible global business environment.
Example Essay
Ethical supply chain management involves the integration of ethical principles and practices into every aspect of a supply chain's operations. It focuses on ensuring that the supply chain not only meets its goals of efficiency, cost-effectiveness, and profitability but also operates in a manner that is socially responsible and aligned with moral values. Ethical supply chain management aims to create value while considering the impact on the environment, society, and the well-being of all stakeholders involved, particularly those that have traditionally been exploited or marginalised. Supply chain managers play a pivotal role in establishing and upholding ethical standards within the supply chain.
Corporate Governance:
Corporate governance refers to the framework of rules, practices, and processes by which a company is directed and controlled. It encompasses the relationships among the company's management, its board of directors, shareholders, and other stakeholders. Supply chain managers should ensure that their organization's corporate governance practices are transparent, accountable, and aligned with ethical standards.
For example, the Enron scandal in the early 2000s serves as a stark reminder of the consequences of poor corporate governance. Enron's executives engaged in unethical and fraudulent practices, leading to the company's collapse. This scandal highlighted the importance of transparent corporate governance to prevent such lapses.
Supply chain managers can contribute to ethical corporate governance by establishing mechanisms for transparency, accountability, legal compliance, and ethical oversight within the supply chain.
Bribery and Corruption:
Bribery involves the offering, giving, receiving, or soliciting of something of value with the aim of influencing the actions of an official or other person in a position of authority. Corruption, on the other hand, encompasses a broader range of dishonest or unethical behaviour, including bribery, embezzlement, and abuse of power. Supply chain managers must actively combat bribery and corruption within the supply chain.
One prominent example of bribery and corruption in the supply chain is the case of the Brazilian construction giant Odebrecht. The company was involved in a vast bribery scheme across Latin America, implicating high-ranking politicians and business leaders. This case underscores the far-reaching consequences of unethical practices within the supply chain.
To mitigate the risk of bribery and corruption, supply chain managers should implement anti-bribery policies, conduct due diligence on suppliers, establish reporting mechanisms, and regularly audit and monitor the supply chain for compliance.
Insider Trading:
Insider trading involves trading securities based on non-public, material information. It is a form of market abuse that undermines fairness and transparency in financial markets. Supply chainmanagers should address insider trading risks within the organization.
A well-known example of insider trading is the case of Martha Stewart, the American businesswoman and television personality. Stewart sold her shares in a pharmaceutical company, ImClone Systems, based on non-public information about the FDA's impending rejection of the company's drug application. She was later convicted of insider trading.
To prevent insider trading, supply chain managers can limit access to sensitive information, educate employees about insider trading laws, establish monitoring and reporting mechanisms, and ensure legal compliance.
Discrimination:
Discrimination involves treating individuals unfairly or unequally based on their characteristics, such as race, gender, age, or disability. Discrimination within the supply chain can have detrimental social and legal consequences.
To combat discrimination, supply chain managers should promote equal opportunity, implement diversity initiatives, conduct training and awareness programs, and enforce non-discrimination policies throughout the supply chain.
In conclusion, ethical supply chain management is integral to an organization's overall sustainability and reputation. Supply chain managers should actively manage ethics in areas such as corporate governance, bribery, corruption, insider trading, and discrimination to ensure that the supply chain operates ethically, complies with legal standards, and aligns with moral values. Upholding these ethical principles not only benefits the organization but also contributes to a more just and responsible global business environment.
Tutor Notes
- For a higher score you should mention some of the legislation surrounding these areas:
- Corporate Governance = Companies Act 2006: This legislation lays out the statutory duties of company directors and officers, addresses corporate governance issues, and provides requirements for financial reporting, disclosure, and shareholder rights.
- Corporate Governance = UK Corporate Governance Code: Although not a law, this code issued by the Financial Reporting Council (FRC) sets out principles of good corporate governance that UK-listed companies are encouraged to follow. It provides guidelines on board composition, transparency, accountability, and more.
- Bribery and Corruption: Bribery Act 2010: This act is the primary legislation governing bribery and corruption in the UK. It introduced strict anti-bribery provisions, including criminal offenses related to bribery, both domestically and internationally.
- Insider Trading: Criminal Justice Act 1993: Part V of this act includes provisions related to insider dealing (insider trading) offenses. It criminalizes the misuse of insider information in relation to securities and other financial instruments.
- Discrimination: Equality Act 2010: This comprehensive legislation addresses discrimination on various grounds, including age, disability, gender, race, religion or belief, sexual orientation, and gender reassignment. It provides protection against discrimination in employment, education, housing, and other areas of public life.
