| Category | Assignment | Subject | Management |
|---|---|---|---|
| University | University of Westminster | Module Title | 7HURM022W Behaviour, Culture and Change |
Impulse Enterprises, a call center provider, faces declining sales, outdated technology, and low employee morale in a highly competitive market. Efficiency, innovation, and employee engagement are essential to its success. Recently promoted Sales Manager, Mr. Adnan, identified key issues: inefficient operations from outdated systems, unmotivated staff due to limited recognition and unclear goals, and leadership that failed to inspire continuous improvement.
Adnan implemented AI-driven systems to enhance customer service, revamped recruitment, introduced robust training, and provided incentives for employee development. He encouraged team-building, employee autonomy, and transparent communication. These changes significantly improved sales, employee satisfaction, and operational efficiency, but sustaining progress requires ongoing commitment to strategic HR practices, leadership, and motivation.
Q: Using OB theories, analyze how Adnan’s strategies could further improve motivation, leadership, and culture at Impulse Enterprises. How should the company integrate these theories into its ongoing organizational development practices to ensure long-term success? Use one theory from organisational Culture or Leadership, and another from Motivation to analyse Adnan’s initiatives.
After George Floyd’s murder in 2020, US companies ramped up efforts to promote Diversity, Equity, and Inclusion (DEI). However, by 2024, DEI initiatives face significant opposition. Prominent figures like Elon Musk have publicly condemned DEI, and recent legal challenges, such as the US Supreme Court ruling against affirmative action, further complicate the corporate approach to diversity. This ruling, while specific to education, has led to concerns about DEI practices in corporate environments, especially concerning how companies set diversity goals without creating legal risks.
The legal and societal backlash comes at a time when companies are reevaluating how they integrate DEI into their broader HR strategies. With legal restrictions potentially shaping future DEI policies, organizations need to carefully balance inclusion efforts with compliance. This environment highlights the tension between ethical people management and strategic HRM, as companies navigate how to remain inclusive without crossing legal boundaries.
Q: Discuss how DEI can be included in the strategic goals of HRM. Should DEI initiatives focus on increasing diversity percentages, or should they aim for deeper cultural change within the organization? Use theories and concepts discussed on Ethical people management practices discussed in week 2.
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