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Programme: |
BA (Hons) Leadership and Management Skills for the Workplace |
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Module: |
Developing workplace critical thinking |
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Module code: |
BMSW 5101 |
Contribution to Overall Module Assessment (%): |
100% |
Module Coordinator: |
Md Kalam |
Internal Verifier: |
Dr Gregory Cowan |
Assignment Title: |
Individual Report on- “How do organisational beliefs, attitudes, and value systems affect workplace behaviour? Also, how will tailoring workplace changes for the post- COVID mindset tackle the
challenges we face now, and create more resilient businesses in the future?” |
Word count for the report. |
4500 (+ ) 10% |
Submission deadline: |
Please refer to
the assessments schedule
published on Students’ Hall in Moodle |
Return date of provisional marks & written feedback: |
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Submission method: |
All written
assessments, where practical and possible, must be submitted via Turnitin
unless otherwise instructed by the Lecturer. (Please DO NOT put this
assessment specification into Turnitin or it will match many similarities
with other students’ submissions.) Alternative submission method (if applicable): Late submission of the assessment will
result in a late penalty mark. Penalties for late submission: Up to one
week late, maximum mark of 40%. Over one week late, 0%. Only the Extenuating
Circumstances Panel may approve a change to submission dates. |
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Academic honesty / referencing: |
Academic
honesty is required. In the main body of your submission you must give credit
to authors on whose research and ideas your
work is based.
Append to your submission a reference list that indicates the books,
articles, etc. that you have used, cited or quoted in order to complete this assessment. |
Module
Learning Outcomes (from module syllabus) |
Discriminate and analyse the difference
between beliefs, attitudes and values within a workplace context;
Critically assess their own beliefs, attitudes and value systems
and their impact on workplace behaviour;
Apply the critical assessment of an
appropriate management theory to evaluate how someone with different beliefs, attitudes and values
might interpret the
theory differently |
ASSESSMENT TASK-100%
Task Description/Scenario:
In less than seven months, COVID-19
has radically redefined how we relate to space and to each other. Compare today
to March of this year: face masks are now an everyday accessory. We wait to enter grocery stores
in six-foot-spaced queues
without a second
thought. And we cross the street
to avoid people not as a snub, but to protect our health and others’. Sustained
periods of hardship are known to change
human psychology and
behaviour, sometimes permanently.
Pandemic mitigation itself
requires mass, coordinated behavioural change to succeed.
As people return to offices in the coming months, we should expect those who
have adapted to social distance and working from home to bring a set of new
concerns, expectations and even unconscious reactions to situations that
previously seemed harmless and normal. The importance of business continuity
through the pandemic makes it incumbent upon employers to reshape the workplace
to make workers feel comfortable, supported and able to do their jobs
effectively. The challenge is clear. Workplaces must adapt. Yet, how do we
design a workplace that responds not just to fear and anxiety,
or the invisible threat of germs, but the full range of learned behaviours and attitudes that have evolved through the COVID-19 crisis?
In the last decade, employers have
increasingly prioritised employee wellness, including mental health,
understanding that happiness and productivity go hand in hand. Many employers
are initiating workplace assessments to identify where
physical changes can help mitigate
germs. If they go
one step further
to examine the problem holistically from the user perspective, taking
into account COVID-19-related
attitude and behavioural shifts, they will succeed in creating a powerful
support tool for worker morale, public health and business continuity.
While there is no silver-bullet
solution or perfect working environment, the current crisis offers
opportunities to reshape the workplace and create spaces that are meaningfully
centred on the human experience. Past pandemics have brought sea changes to design
in many areas from how cities are planned to how bathrooms are finished. But
perhaps never before have we seen such an urgency for the corporate office to
adapt or fall behind. Tailoring workplace changes for the post- COVID
mindset will tackle the challenges we face now and create more resiliency for businesses in the future.
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