Board of Directors Report

Description

The assignment is an opportunity to evidence your ability to analyse and evaluate in the context of

the three Learning Outcomes (LOs) stated below:
1. Critically analyse and discuss organisational learning, roles and behaviours.
2. Define the value of information and explain how it contributes to the activities within an

organisation.
3. Compare and contrast the interaction between conflict management and negotiation within the

context of projects.
Requirements
The assignment requires the production of a report of 1,300 words (+ or – 10%) in length. The

writing style should be concise (not brief), and an appropriate structure should be adopted. It is

recommended that you consider the effective use of ‘graphic’ material to illustrate key points

(rather than trying to describe in writing – the emphasis is on analysis and evaluation, not on

describing). Images, tables, etc. are considered as being ’graphic’ material in this context. This

will ‘free-up’ some space in terms of the maximum word count. The report should have clearly-stated

connections with appropriate literature and these should be consistently referenced (preferably

using the Harvard style of referencing).
For the purpose of this assignment you should assume the role of an individual operating at

Director level within an organisation currently operating exclusively in the marine renewables

sector of the energy industry. The organisation currently operates only in a design capacity (does

not deal with transmission, etc.) and is a mature organisation (over 20 years in the sector) with 3

facilities in the UKCS region. Feel free to add any additional relevant assumptions (number of

employees, company structure, etc.) that assist in the analysis of the company.
In your role, you have been tasked by the Board to produce a report of no more than 1,300 words

that addresses the following requirements (below) related to the suggestion that the company should

encourage staff to carry out a diversity of roles, thereby providing efficiencies for the company.

The Board is aware of ongoing problems caused by employees seeing themselves as having a single

(primary) role relevant to a specific point in the design process; as a ‘specialist’ company within

a ‘specialist’ sector, this is regarded as having been inevitable. However, this is now a behaviour

that the Board wishes to address as they believe the future growth of the company is compromised by

the constraints of function specialism’. This is particularly significant in the context of

proposed future diversification within the marine renewables technology sector, with the

diversification possibly including both the adoption of new, innovative technologies (wave energy,

etc.) and the creation of a transmission network linking current and future production facilities.

The report is intended to provide the basis for a future company culture development project that

will be implemented prior to the diversification project commencing (so as to ‘lock in’ appropriate

new behaviours).
1. Identify the key information, related to current activities, behaviours and the approach to

learning that should form the basis of future communication with staff regarding any development /

change of current primary roles and behaviours. Such development / change would be in the context

of the proposed diversification. (HINT: what is ‘shared’, and what is ‘new’?)
2. Identify TWO examples of conflict that could be expected to result from staff adopting a strict

adherence to only their current perceived primary roles. One example should evidence negative

conflict, while the other example should evidence positive conflict. Each of the examples should

illustrate how behaviours exhibited by staff evidence the level of conflict. You should also

discuss how a learning organisation would ‘capture’ such behaviours so to prepare for change.

(HINT: Know ‘where are we now’)
3. For ONE of the examples, determine the most appropriate leadership style for negotiation with

staff when the objective is to resolve the conflict in a manner that leads to positive behaviour

change (adoption of more than a single role). (HINT: Always ‘lead by example’?)