ORGANIZATIONAL MANAGEMENT – ABS OM

Word Count:3000-3500

Assessment Structure & Weighting (Total = 90 marks)

This assessment consists of TWO expanded case studies. Answer ALL questions in BOTH case studies. No shortanswer questions.

Component	Marks
Case Study 1 (UAE): People Resourcing, Selection, Development & Performance	45
Case Study 2 (Global): Motivation, Teams, Leadership, Culture, Work Life Balance & Tech Change	45

Learning Outcomes Assessed

Across the two case studies, you will demonstrate your ability to analyse and apply organisational management concepts including: selection methods and turnover;

interviews and performance appraisal; emotions and motivation; team conflict and

leadership; organisational structure, stress and coping; continuous learning, change and realignment; worklife balance strategies; using IT for organisational change; and

evaluating practice across national/global culture.

CASE STUDY 1 (UAE) OasisEats: Scaling Hiring, Development and Performance in a Regulated, Diverse Labour Market (45 marks)

OasisEats is a UAEbased organic mealprep and delivery company operating across

Dubai and Abu Dhabi. Rapid growth has been driven by corporate partnerships, a surge in appbased orders, and expansion into premium health plans. The company must

recruit and onboard 120 new employees within 10 weeks across four role families: delivery riders, customer support representatives, warehouse coordinators, and team leaders.

The CEO wants a fast, technologyenabled hiring process. The proposed approach includes automated CV parsing, chatbot screening, a short online psychometric assessment, a combination of structured and unstructured interviews, and an

assessmentcentre day for team leader roles. The CEO also wants to introduce a new performance management system tied to customer ratings and deliverytime metrics, with monthly performance reviews.

Challenges have emerged:

• Candidate feedback suggests the process feels opaque, overly automated, and potentially biased.
• Hiring managers disagree on what ‘good’ looks like; job descriptions are inconsistent across departments and locations.
• Turnover in frontline roles has increased sharply, with workload, scheduling unpredictability, and fairness concerns.
• Training is compressed into a single day of elearning plus shadowing; early operational errors are rising.
• The UAE context adds complexity: Emiratisation targets and ethical expectations require transparent, fair, culturally sensitive hiring and development practices.

You have been appointed as an organisational management consultant to redesign OasisEats people resourcing and development system while protecting fairness,

legal/ethical defensibility, and workforce sustainability.

Tasks (Answer ALL)

1. Workforce planning and peoplerelated priorities (8 marks)

Identify the most urgent workforce challenges implied by the case (e.g., capacity, skills gaps, turnover, job clarity, fairness, cultural/legal requirements). Prioritise the top three challenges OasisEats must address in the next 10 weeks and justify your reasoning.

1. Job analysis, job design and competency framework (8 marks)

Choose ONE role family (rider, customer support, warehouse coordinator, or team leader). Explain how you would conduct job analysis (stakeholders, data sources, methods). Produce a competency/KSA profile with 812 competencies, including

proficiency levels for at least three. Explain how this supports fairness and consistency.

1. Selection system design (reliability, validity, fairness) (10 marks)

Design a full selection process for your chosen role. Include stages, tools,

scoring/decision rules, interviewer training, and biasreduction strategies. Justify all choices using reliability, validity, and procedural justice principles.

1. Responsible AI and ethical/legal defensibility (7 marks)

Evaluate risks associated with AIenabled recruitment in this context. Propose at least five safeguards covering governance, transparency, fairness monitoring, human

oversight, and appeal mechanisms.

1. Training needs analysis, training design and transfer (7 marks)

Propose a Training Needs Analysis (organisationtaskperson or performance analysis). Design a 30day onboarding programme (content, methods, schedule). Explain how you will maximise training transfer through workplace support,

motivation, and feedback.

1. Performance appraisal, retention and wellbeing (5 marks)

Design a performance appraisal approach suitable for OasisEats. Include performance standards, an appraisal method, feedback cycle, and link to development. Propose three evidencebased actions to reduce turnover and burnout.

CASE STUDY 2 (GLOBAL) NOVA Care Group: Motivation, Team Dynamics, Culture and TechnologyEnabled Change Across Regions (45 marks)

NOVA Care Group is a multinational healthcare services organisation with sites in Europe, the Middle East, Asia, and North America. NOVA is known for high clinical standards, but has recently faced rising demand, talent shortages, and regulatory

pressures. To improve efficiency, leadership has introduced a digital scheduling platform, productivity dashboards, and hybrid working for nonclinical teams.

Unintended consequences have emerged:

• Roles and workload distribution are contested between clinical and nonclinical teams.
• An ‘alwayson’ culture is developing, with blurred boundaries and emotional exhaustion.
• Employees show reluctance to speak up, contributing to quieter meetings and delayed conflict surfacing.
• A serious incident occurred when a team followed a flawed plan despite concerns-

suggesting groupthink and low psychological safety.

• Regional cultural differences complicate adoption of new systems and leadership expectations.

You have been asked to provide an integrated diagnosis and propose evidencebased solutions that improve motivation, teamwork, leadership, wellbeing, and

technologyenabled change across cultures.

Tasks (Answer ALL)

1. Motivation and emotion at work (10 marks)

Using TWO motivation theories (e.g., selfdetermination, justice, goalsetting),

diagnose how NOVAs practices affect direction, effort, persistence, and wellbeing. Explain risks for engagement and ethical behaviour.

1. Team dynamics, decision quality and conflict management (10 marks)

Analyse the meeting and teamwork problems using concepts such as groupthink, evaluation apprehension, production blocking, and role ambiguity. Propose a plan including improved decision processes, psychological safety practices, and

conflictresolution strategies.

1. Leadership across cultures (8 marks)

Evaluate which leadership styles and decision approaches (transformational,

participative, situational, etc.) fit NOVAs diverse regions. Propose a global leadership framework balancing consistency and cultural sensitivity.

1. Organisational culture and change (9 marks)

Using a culture framework (artefacts/values/assumptions; tightloose; culture vs

climate), diagnose misalignments at NOVA. Then propose a change plan for the tech systems including communication, employee voice, training/support, and success metrics.

1. Stress, wellbeing and worklife balance (8 marks)

Apply the JDR model to explain burnout risk and performance impacts. Propose individual and organisational strategies including workload redesign, supervisor support, autonomy, boundary policies, and positive use of technology.

Marking Criteria (Student Summary)

Each case study is marked out of 45. Markers will look for:

• Accurate and relevant use of module concepts and theory.
• Strong application to the case (clear diagnosis, logical reasoning, use of evidence from the scenario).
• Quality, feasibility and coherence of recommendations.
• Integration across topics (e.g., linking selection to training; linking culture to wellbeing and tech change).
• Professional writing, structure, and APA 7th referencing.

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