Student Name/ID Number

Unit Number and Title Unit 4: Leadership and Management

Academic Year Semester 1, Academic Year 2024-2025

Unit Tutors Dr. Vic Lee Chee Ngauk / Dr. Pham Thi Thuong Diep /
Mr. Martin Ortega Azurduy

Assignment Title LM2: Presenting Motivational Strategy and Practice (2 of 2)

25th September 2024
Issue Date

Submission Date 29th December 2024

Submission Format
● a max of a 10-minute video individual presentation using relevant software on a
comprehensive motivational strategy with a clear voice, face and ppt slides.

The presentation slides must be submitted along with speaker notes as one copy into the LMS
system, while the video clip must be submitted into the Google form.

You are required to make effective use of PowerPoint headings, bullet points and subsections as
appropriate. Your speaker notes should be written in a concise and precise manner using 1.5
spacing, type face in Times New Roman or Arial and font size 12. A bibliography should be
provided using the Harvard referencing system. Inaccurate use of referencing may lead to issues
of plagiarism if not applied correctly.

You are advised to write between 1,500 to 2,000 words and the word limit is 2,000 words. This
word limit does not include the contents page, the organization profile, tables, diagrams,
appendices or references.

● A max of a 10 min video that comprises: a video-recorded role plays of 3 given business
scenarios and an indivdiual presentation using relevant software with a clear voice, face and ppt
slides on the application, assessment and recommendations of appropriate leadership and
management approaches for managing performance and continuous improvements.

The presentation slides must be submitted along with speaker notes as one copy into the LMS
system, while the video clip must be submitted into the Google form.

You are required to make effective use of PowerPoint headings, bullet points and subsections as
appropriate. Your speaker notes should be written in a concise and precise manner using 1.5
spacing, type face in Times New Roman or Arial and font size 12. A bibliography should be
provided using the Harvard referencing system. Inaccurate use of referencing may lead to issues
of plagiarism if not applied correctly.

You are advised to write between 1 ,500 to 2,000 words and the word limit is 2,000 words. This
word limit does not include the contents page, the organization profile, tables, diagrams,
appendices or references.

Unit Learning Outcomes

LO3. Develop a motivational strategy to optimize organizational performance.

LO4. Apply leadership and management approaches to managing performance to ensure
continuous improvement.

Transferable skills and competencies developed

The ability to work collaboratively

● Able to communicate effectively (verbal, non-verbal, written, digital) and be flexible in
communication style
● Able to reflect on own performance and working style and their impact on others
● Use of active listening and ability to challenge and give constructive feedback
● Digital skills, using different software applications to visually present information and data
concisely
● Creativity, innovation and enterprise when seeking solutions to business needs
● The ability to undertake critical analysis and evaluation to support decision-making
Vocational scenario

This is a new role at the FPT shop, managing a large, well-established sales team that has been
underperforming against targets for some time. Since completing your onboarding training, you
have been tasked with devising motivational strategies for your sales team. These will be
presented in a follow-up training session for team leaders, led by the professional development
team, that focuses on your development as an effective sales team leader. You have been paired
with another experienced sales team leader for this activity.
Assignment activity and guidance

You have previously worked in a similar role, so feel you can bring a different perspective on the
sales team’s work to help members develop and improve. There is an ambitious sales plan to
deliver, and you know your progress will be scrutinised by senior management. Some members of
the team have been in post for a long time and you have heard they are very apprehensive about
you coming into post, especially the changes you might make to their working practices. One of
them has already gone off sick, and only half of them have accepted your recent email invitation
to a team meeting. There are a couple of team members who are noticeably more positive and
have sent you emails welcoming you to your new role.

Motivational strategy
Your motivational strategy plan needs to work out how you will get the whole team on board to
enable you to meet business plan targets. You will produce a comprehensive motivational
strategy that considers both intrinsic and extrinsic motivation alongside social, cultural, and
organisational variables. The strategy should be supported with appropriate literature. It should
be clear how the strategy supports the achievement of business objectives. In the first part of the
training session, you will deliver a 10-minute presentation on a motivational strategy plan that
considers a range of financial and nonfinancial incentives to both encourage successful
performance and support unsuccessful performance.

Business scenarios
The second half of the training session focuses on enabling team leaders to put into practice
leadership skills and approaches for motivating their teams and improving performance. You are
to role-play in pairs different approaches for managing performance and continuous
improvement.

There are six given business scenarios and you will choose only 3 to role play. You and your
partner will take turns to act as the team leader and employees in given situations. This will be
part of recorded video evidence and you will provide recommendations to ensure continuous
improvement.

You and your partner are to role-play the following scenarios (choose only 3).
1) Your team has a regular 'problem' customer that they are actively avoiding. Unfortunately, you
have received a complaint from the customer about the way one of your team members handled
their latest request when they came into the store. Your role play brief is to decide on an initial
tactic to deal with this complaint and gain team members’ support in devising a team strategy for
dealing with this type of customer.

2) One of your team members shows values inconsistent with company culture (e.g. shows a lack
of transparency, overpromises on deliveries, stirs up drama with colleagues). They are relatively
new, but already showing signs of being quite a negative influence within the team. They were out
of work for a year before starting this job and seem to be finding it difficult to adjust to
employment and meeting the company’s expectations around behaviour and attitude. You
suspect one of the apprentices who works in the team is also being influenced by the negativity of
the new team member, with whom they spend their whole working day. Your role play brief is to
decide on how best to move forward and how issues the discussion raises will be handled.

3) You chair weekly team meetings. You are concerned because the meetings do not seem to be
very productive – a lot of time is spent discussing administrative details and/or problems with
processes. Your brief is to role-play your next meeting, when you want to address this with the
team. How will you approach it?

4) Your team is exceeding sales targets and members work well together. Recognising their
abilities, you feel they can now work more on their own. You have begun to redirect your energies
to other projects and teams, and they have continued to work effectively. You must now ask them
to accept additional tasks and responsibilities. Your role play brief is to delegate and empower the
team at the same time.

5) An employee who is brand new to the company joins your sales team. This person is
enthusiastic, willing to help and keen to progress. Their working style is very organised, and you
can consistently rely on them to deliver within timescales. However, you have noticed that their
enthusiasm and the speed of their work is sometimes at the expense of detail and providing
exemplary customer care. They do not always explore multiple sales options, upselling products
and services before deciding on a course of action, and they sometimes make errors. This has led
to you feeling you need to observe their work yourself (at short notice) to ensure it is of a high
enough quality. Your role play brief is to tackle these areas for development without dampening
the staff member’s enthusiasm and ability to deliver.

6) The company has recently introduced a new Health and Safety policy you feel is not in the best
interests of customers or the business. However, it has been made very clear that the policy is
fully endorsed by senior managers, and you will be responsible for ensuring it is implemented by
your team. After a few weeks, team members tell you the policy is causing complaints from
customers and taking up a lot of their time, and that they do not understand why it has been
introduced. Your role play task is to balance the competing demands from senior management,
your team and customers to address the situation.

Recommended Resources
Please note that the resources listed are examples for you to use as a
starting point in your research – the list is not definitive.

Websites BBC Learning English

www.bbc.co.uk “The handy guide to the gurus of management”
(Podcast)
 www.businessballs.com Business balls
“Likert’s management systems”
(Article)

Journals and article

Harris, A. and Jones, M. (2018) ‘The dark side of leadership and management’, School Leadership
& Management, 38(5), pp. 475–477. Available at:
https://doi.org/10.1080/13632434.2018.1509276.

Liphadzi, M., Aigbavboa, C.O. and W.D. Thwala, W.D. (2017) ‘A theoretical perspective on the
difference between leadership and management’, Procedia Engineering, 196, pp. 478–482.
Available at: https://doi.org/10.1016/j.proeng.2017.07.227.

Sobratee, N. and Bodhanya, S. (2018) ‘Leading in a global context: The balancing act between
leadership and management’, Journal of Business and Retail Management Research, 12(4),
Available at: https://doi.org/10.24052/JBRMR/V12IS04/ART-06.

Textbooks
Kelly, P. and Cole, G. (2020) Management: Theory and Practice. 9th Ed. Andover, Hants: Cengage
Learning EMEA.

Mullins, L.J. and Rees, G. (2023) Management and Organisational Behaviour. 13th Ed. Harlow:
Pearson

HN Global
Reading Lists. Available at: https://hnglobal.highernationals.com/learning-zone/reading-
listsStudent Resource Library. Available at:
https://hnglobal.highernationals.com/subjects/resource-libraries

Learning Outcomes and Assessment Criteria

Pass Merit Distinction
LO3 Develop a motivational strategy to optimise organisational
performance LO3
D2 Produce a
P5 Produce a motivational M4 Produce a detailed comprehensive
strategy for an organisation motivational strategy for an motivational strategy
that supports optimal organisation that addresses that effectively addresses
achievement of organisational intrinsic and extrinsic all variables of motivation
objectives. motivation. to enhance
organisational
performance.
LO4 Apply leadership and management approaches to managing D3 Make
performance to ensure continuous improvement recommendations to
P6 Apply appropriate M5 Assess how leadership and improve performance
leadership and management management approaches for management that will
approaches for managing managing performance support ensure continuous
improvement.
performance and continuous continuous improvement.
improvement to a range of
business situations.