ELECTRONIC ASSIGNMENT COVERSHEET

Course/Unit Information
Qualification Pearson BTEC Level 5 Higher National Diploma in Business
Unit No and Name Unit 4 Leadership and Management
Unit Code L/618/5036
Validity Date June 2023 to December 2023
Batch Onsite HND Morning Batch

Instructor Information
Name `
Email ID chathuri.d@westford.org.uk

Contact Number +971 52 362 3951

Assignment Information
Schedule Code
Full/ Part Assignment Full Assignment
Date Assignment Issued 20/11/2023
Date Assignment Due 15/12/2023

Student Information
(To be filled by the student prior submitting the assignment)
Name Esrat Jahan
Student ID
Email ID Esratjahan003@gmail.com
Date of Submission 17/12/2023

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 Student Declaration

I, Raihan Muhammad Khalilur Rahman hereby confirm that this assignment is my own
work and not copied or plagiarized. It has not previously been submitted as part of any
assessment for this qualification. All the sources, from which information has been
obtained for this assignment, have been referenced as per Harvard Referencing format. I
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Students Signature :

Student Name : Esrat Jahan

Date : 17/12/2023

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 Achievement Feedback Summary

Assessor’s Name Chathuri De Silva

Grades
Pass Merit Distinction
Awarded
LO1 Examine leadership and management theories and principles, and their impact on the effectiveness
of an organization.

P1 Achieved/
P1 Discuss different
Not Achieved
theories of leadership in
relation to the management
P2 Achieved/
activities in different M1 Analyse the impact of
Not Achieved
organisations. the application of leadership
and management theories on
M1Achieved/
P2 Explore different the effectiveness of a large
Not Achieved
theories of management in organisation.
relation to the management
D1Achieved/
and leadership activities in
Not Achieved
different organisations.
LO1 and LO2
LO2 Review the influence of different leadership and
management styles on the culture of organisations D1 Critically evaluate the impact
of different approaches to
leadership and management. P3 Achieved/
P3 Assess different Not Achieved
leadership and M2 Compare the impact of
management styles and leadership and management P4 Achieved/
their application in a range styles on decision making in Not Achieved
of business situations in different organisations.
different organisations. M2 Achieved/
M3 Evaluate the importance Not Achieved
P4 Examine the factors of organisational culture on
that influence the the performance of different M3 Achieved/
development of the culture organisations. Not Achieved
in organisations.

LO3 Develop a motivational strategy to optimize organisational performance.


P5 Produce a motivational
strategy for an organisation
that supports optimal
achievement of
organisational objectives.
LO4 Apply leadership and management approaches to managing performance to ensure continuous
improvement.
P6 Apply to a range of
business situations,
appropriate leadership and
management approaches for
managing performance and
continuous improvement.
Overall Result/Grade
Summative Feedback:
Overall Feedback on current
work with emphasis on how
the student can improve and
achieve higher grades in
future.
P5 Achieved/
Not Achieved
M4 Produce a detailed
D2 Produce a comprehensive
motivational strategy for an M4 Achieved/
motivational strategy that
organisation that addresses Not Achieved
effectively addresses all
intrinsic and extrinsic
variables of motivation to
motivation. D2 Achieved/
enhance organizational
Not Achieved
performance.
P6 Achieved/
Not Achieved
M5 Assess how leadership
D3 Make recommendations to
and management M5 Achieved/
improve performance
approaches for managing Not Achieved
management that will ensure
performance supports
continuous improvement.
continuous improvement. D3 Achieved/
Not Achieved
[To Achieve a PASS, all P grade
PASS/ descriptors should be achieved; To Date:
MERIT/ achieve a MERIT, all P and M grade
DISTINCTION/ descriptors should be achieved; To
REDO achieve a DISTINCTION, all P, M
and D grade descriptors should be
achieved.]
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Assignment title Lead and Manage Effectively

Examine leadership and management theories and principles, and their impact on the
LO 01
effectiveness of an organisation

Review the influence of different leadership and management styles on the culture of
LO 02
organisations

LO 03 Develop a motivational strategy to optimise organisational performance

Apply leadership and management approaches to managing performance to ensure

LO 04
continuous improvement.

Vocational Scenario

You are working as a newly appointed, trainee graduate executive for a company of your choice. As a new
employee, you are to complete onboarding training to help you understand leadership and management in
action. As part of this onboarding process, you have been asked to undertake a case study report focusing on
a large organization of your choice. Critically evaluate leadership and management theories, and their impact
on decision-making in the chosen organization, and the factors that influence its culture. The research of
additional business examples should be used to assist in your analysis and evaluation.

*Select a company at the country of your residence.

Assessment Activity and Guidance

1. Explore and discuss different theories of Leadership and Management in relation to the management and
leadership activities in different organizations. Critically Analyse and evaluate the impact of the application
of these theories and approaches on the effectiveness of a large organization.
2. Compare & Assess the impact of different leadership and management styles and their application in a
range of different business situations and decision-making in different organizations comparing your former
selected organization with that of a competing organization example or any other organizational example in
a different industry.

3. Examine the factors that influence the development of the culture in organizations to evaluate the
importance of organizational culture (the role of leaders and managers) on the performance of both
organizations compared above.

4. Produce a comprehensive motivational strategy supported with appropriate literature that effectively
addresses all variables of motivation (intrinsic and extrinsic alongside social, cultural, and organizational
variables) that supports the optimal achievement of organizational objectives thereby enhancing the
organizational performance of the selected large organization.
5. Assess and Apply how appropriate leadership and management approaches helps in managing
performance in the context of your selected large organization that supports continuous improvement. Make
suitable research-backed recommendations to improve performance and ensure continuous development.

Submission Format

You are required to make use of headings, paragraphs, and subsections as appropriate, and all work must be
supported with research and referenced using the Harvard referencing system. You will need to provide a
bibliography using the Harvard referencing system. Inaccurate use of referencing may lead to issues of
plagiarism if not applied correctly. The recommended word limit is 5000–6,500 words, although you will not
be penalized for exceeding the total word limit.

Recommended Resources:

Textbooks

 ADAIR, J. (2019). Develop Your Leadership Skills: Fast, Effective Ways to Become a Leader People
Want to Follow. Kogan Page.
 KELLY, P. and COLE, G. (2020) Management: Theory and Practice. 9th Ed. Cengage.
 MULLINS, L. J. (2019) Organisational Behaviour in the Workplace 12th Ed. Harlow: Pearson.
 ORTI, P and MIDDLEMISS, M. (2019). Thinking Remote. Inspiration for Leaders of Distributed
Teams. Virtual Not Distance

Recommended Websites

 Business Training Works Resources (General reference)-www.businesstrainingworks.com

 Management Study Guide Management Functions (General reference)-
www.managementstudyguide.com
 Management Today Leadership News and industry articles (General reference)
www.managementtoday.com
 Mind Tools Leadership (General reference) www.mindtools.com
  TED Talks Business and technology (Video resources) www.tedtalks.com

Web links

 BBC Learning English. The Handy Guide to Management. Available at:

https://www.bbc.co.uk/worldservice/learningenglish/work/handy/handy.shtml
 Businessballs. Likert’s Management Systems. Available at:
https://www.businessballs.com/organisational-culture/likerts-management-systems/
 MindTools. Motivation, Energizing Your People to Achieve Good Things. Available at:
https://www.mindtools.com/pages/article/motivating-your-team.htm
 Motivation theories: Available at: https://businessjargons.com/motivation.html
 Businessballs. Improving Workplace performance: Business Case. Available at:
https://www.businessballs.com/improving-workplace-performance/motivational-case- study-
exercise/

HN Global
 HN Global (2021) Reading Lists. Available at: https://hnglobal.highernationals.com/learning-
zone/reading-lists
 HN Global (2021) Student Resource Library. Available at: https://hnglobal.highernationals.
com/subjects/resource-libraries
 HN Global (2021) Textbooks. Available at: https://hnglobal.highernationals.com/textbooks

Journal article:
 Alma Harris & Michelle Jones (2018) The dark side of leadership and management, School
Leadership & Management, 38:5, 475-477, DOI: 10.1080/13632434.2018.1509276
https://doi.org/10.1080/13632434.2018.
 M. Liphadzi, C.O. Aigbavboa, W.D. Thwala, A Theoretical Perspective on the Difference between
Leadership and Management, Procedia Engineering, Volume 196, 2017, ISSN 1877- 7058,
https://www.sciencedirect.com/science/article/pii/S1877705817331004
 Nafiisa Sobratee; Shamim Bodhanya; Leading in a global context: The balancing act between
leadership and management, JBRMR , Volume 12 Issue 4, 04 Jul 2018
https://doi.org/10.24052/JBRMR/V12IS04/ART-06
 Patrick MacDonald, Stephanie Kelly, Scott Christen, A Path Model of Workplace Solidarity,
Satisfaction, Burnout, and Motivation. First Published April 13, 2014 Research Article
https://doi.org/10.1177/2329488414525467
 Lara Manganelli, Anaïs Thibault-Landry, Jacques Forest, Self-Determination Theory Can Help You
Generate Performance and Well-Being in the Workplace: A Review of the Literature First Published
March 13, 2018 Research Article https://doi.org/10.1177/1523422318757210
 Report on Leadership and Management Theories of Emirates

TASK 1
INTRODUCTION TO ADNOC

Among the top ten biggest oil corporations worldwide is Abu Dhabi National Oil Company
(ADNOC). The state-owned company works in every facet of the oil business. The centre of
the United Arab Emirates' (UAE) oil sector, Abu Dhabi is the largest of the seven nations that
made up the UAE in 1971. At least 90% of the United Arab Emirates' 100 billion barrels of
oil reserves are held by ADNOC. ADNOC also supplies desalinated water, as well as gas and
electricity for local use. Adnoc-Fod, a subsidiary, runs a network of 200 gas stations and
markets and distributes gasoline and gas throughout the United Arab Emirates. The holding
company is organized into 14 departments, each representing a distinct industry sector. With
16 directorates that are authorised to concentrate on particular functional areas, ADNOC is a
holding corporation. His Excellency Dr. Sultan Al Jaber, Managing Director and Group CEO,
is in charge of organising operations and managing the whole firm (THE ORG, n.d.).
To meet the energy needs of both the present and the future, the firm aspires to be a
performance-driven enterprise that promotes innovation and makes investments in its
personnel. ADNOC has applied its strategy in three important consumer areas—People,
Profitability, and Sustainability—to successfully achieve its stated goal (Fuad & Musa,
2021). The United Arab Emirate's Supreme Petroleum Council, which directs the Emirate's
petroleum policy, holds the holding company's management accountable. The crown prince
of Abu Dhabi and head of the Supreme Petroleum Council is Khalifa Bin Zayed Al Nahyan.

HISTORY
The Iraq Petroleum Company, which was founded by international oil interests and created
the Red Line Agreement, an alliance including most Persian Gulf governments, is where the
history of the Abu Dhabi National Oil Company (ADNOC) begins. Petroleum Development
(Trucial States) Ltd. (PDTC), a business that shared the Iraq Petroleum Company's ownership
structure, was awarded concessions by Abu Dhabi in 1939. After major discoveries in the
1960s as a result of slow oil prospecting in Abu Dhabi, PDTC was renamed the Abu Dhabi
Petroleum Company (ADPC) in 1963. After entering into 50/50 profit-sharing agreements
with ADPC and Abu Dhabi Marine Areas Ltd. (ADMA), the government formed ADNOC in
1971 as a fully state-owned company in response to growing dissatisfaction about foreign
ownership. ADNOC progressively expanded its ownership interest in these businesses and
broadened its business, creating subsidiaries for gas liquefaction, distribution, tanker
operations, and refining. ADNOC navigated the problems of the global oil sector in the 1980s
and reorganized its management in 1988. ADNOC increased its production capacity in the
1990s, forged international alliances, and underwent a big reorganization in 1998. In the early
2000s, ADNOC maintained its leadership position in the global oil sector by concentrating on
the refining, petrochemical, and natural gas industries while adhering to its expansionist
principles.

LEADERSHIP STYLES FOLLOWED BY ADNOC DISTRIBUTION

An organization uses a leadership style to carry out the set goal within a certain time frame
and to apply the ideas that are realistically possible with a focused strategic vision and
potential. To implement new ideas and achieve success for the business, leadership is crucial
to the organizational structure. Positive motivation and inspiration would result in a
significant shift in the employees' and staff's perceptions of and responses to the leadership.
Assigning leadership is the process of setting up circumstances so that several group
members may achieve the organization's objectives. It is a dynamic strategic force principle
that inspires and unites the organization and its workers to accomplish the goals and
predetermined targets (Karam and Tasmin 2020).
By adopting the transformation leadership approach, ADNOC has brought in a new era of
leadership. This approach has caused a change in perspective from the old traditional
leadership approach to a new one in which the manager sets a clear, SMART vision that all
subordinates must adhere to to improve and approach the four main pillars of any
organization. Performance, profitability, people, and efficiency are the pillars that will
support great organizational efficiency and high productivity inside the company. It is
extremely difficult to overcome the decades-old attitude and culture of ADNOC and to
overcome the reluctance of many change agents (Karam and Tasmin 2020).
LEADERSHIP AND MANAGEMENT
Leadership is the ability to persuade others to engage in a particular way. It is a process of
guiding individuals through communication and convictions, and it involves a number of
components related to the belief that individuals are moving in the same direction, the goal of
the system under analysis, the group decision, and the motivation of human resources
(Răducan and Răducan 2014).
The goal of management is to achieve organizational goals by coordinating, planning,
directing, and regulating resources, such as people, money, and materials. Managers are in
charge of the organization's operations, people, and structures. They are often positioned in
intermediate levels. They make sure that operational actions and managerial decisions are
coordinated for effective execution.
Many times, "management" and "leadership" are used synonymously, giving rise to the
misconception that they refer to the same ideas. This, however, is not at all accurate.
Compared to management, leadership is a more elusive idea. Effective communication and
the capacity to recognize when and how to motivate people are two of the fundamentals of
leadership. It is critical to differentiate this from management, which is intrinsically more
transactional in its approach and prioritizes efficiency above effectiveness. Furthermore,
leadership is about people and connections and how to effectively use them to achieve a
shared purpose, whereas management is about control and having checks and balances in
place to accurately assess performance. The focus of leaders is on "innovation," which
involves bringing new ideas to the fore and seeing them as highly valued abilities that come
from a creative component (Bennis and Nanus, 1997).
THEORIES OF LEADERSHIP
Charry (2012) listed eight important theories of leadership and noted that scholarly interest in
leadership expanded dramatically throughout the early twentieth century. Later ideas
examined other elements, such as situational considerations and skill levels, while the older
theories concentrated on the characteristics that set leaders apart from followers. While new
hypotheses are constantly being developed, the most fall into one of Charry's eight main
categories (Amanchukwu et al. 2015)
The Great Man Theory: According to the great man's idea of leadership, certain people
possess inherent abilities that enable them to be effective leaders from birth. In this
perspective, leaders are not created; they are born. It also implies that leaders take on
authority when leadership qualities are required (Cherry, 2023). These ideas often portray
leaders as mythical, heroic, and destined to assume greater authority when called upon.
Because leadership was viewed at the time as predominantly a male attribute, particularly in
military leadership, the term "great man" was utilized (Amanchukwu et al. 2015).
The Transactional Theory: Managers that practice transactional leadership, sometimes
referred to as managerial leadership, use a system of rewards and punishments to motivate
their team members to perform at their best. The foundation of the transactional executive
leadership method is exchange or transaction. Workers who perform to the required standards
are rewarded by their supervisor, while those who fall short of expectations are dealt with
appropriately (Lutkevich and Pratt 2022).
The Transformational Theory: Relationship theories, or transformational theories,
concentrate on the bonds that arise between leaders and their followers. According to these
viewpoints, being a leader entails having the capacity to create deep connections that
encourage moral and inspirational development in both followers and leaders. Relationship
theories are sometimes contrasted with theories of charismatic leadership, which maintain
that leaders who possess particular attributes, such self-assurance, outgoing personality, and
well-defined values, are more successful in motivating their subordinates.
THEORIES OF MANAGEMENT
Scientific Management Theory: The scientific management theory was created by American
mechanical engineer Frederick Taylor, a leading management thinker. Among the first
researchers to thoroughly examine work performance were Taylor and his associates.
Rejecting the notion that the best approach to maximize results is to put pressure on people to
work harder, Taylor suggested making jobs simpler to increase productivity. Taylor
popularised the idea of "a fair day's wages for a fair day's work," highlighting the importance
of money as the main driver of labor. The notion of scientific management spread around the
world, fostering cooperation between employers and employees that eventually led to the
teamwork that is common in modern workplaces (TEAM, 2023).
Administrative Management Theory: The administrative management theory is concerned
with how employees and management are arranged in a company to accomplish tasks. It
makes the argument that operational-level employees' productivity would eventually be
impacted by how well management is organized (Gordon, 2023). Administrative
management theory adopts a top-down strategy, emphasizing primarily on streamlining the
organization's top tier of management in the belief that the productivity of lower-level
managers is ultimately guaranteed by the efficacy of top management. In Henri Fayol's
administrative management, a manager is responsible for five tasks inside the company. The
managerial duties of Henri Fayol are, to put it simply, POCCC: organizing, commanding,
coordinating, and controlling (Mahesh, 2023).

Human Relations Theory: The Hawthorne experiments were the invention of Australian-
born psychologist and organizational theorist Elton Mayo, who started studying how group
dynamics impact individuals in the workplace in the 1920s. Mayo popularized the concept of
the "social person," which holds that people should be treated by organizations as unique
persons with unique needs rather than like robots. According to the study, human relations
management theory, individuals want to be a part of a team that is encouraging and promotes
growth and development. Employees will therefore consider their job as having meaning and
be driven to be more productive, producing high-quality work, if they receive special
attention and are encouraged to contribute.

Is There a Difference Between Management and Leadership?

When Abraham Zaleznik gave a talk at a leadership conference organized by The Times in
Washington, D.C., in 1977, he is credited with starting the ongoing discussion over
leadership vs management. In its compilation of leadership-related publications, the Harvard
Business Review continues to publish a follow-up piece titled Managers and Leaders: Are
They Different? This demonstrates how ongoing the discussion is even after several decades,
despite its lack of resolution.
The dispute over whether management and leadership are different has been heavily
influenced by four major theorists: Abraham Zaleznick, Henry Mintzberg, John Kotter, and
Peter Drucker

Figure 1.2 presents an overview of each of their different stances in the argument.

Impact of Leadership and Management Theories on ADNOC's Effectiveness: A Critical

Analysis
The way in which ADNOC operates is greatly impacted by the application of management
and leadership theory. Every employee at ADNOC is encouraged to establish high personal
standards because of the leadership system that enables decision-making for all workers. The
department heads inside the company are encouraged to exchange ideas on how to address
various issues that their subordinates in their departments are facing thanks to the
organizational structure of the company (Ivy Panda, 2023). Furthermore, research has
examined the effects of different types of leadership, such as transformational leadership, on
worker productivity and organizational efficacy, emphasizing the significance of leadership
in increasing productivity and motivation. Additionally, research on the impact of leadership
philosophies on ADNOC organizational performance has shown how important strong
leadership is to maintaining competitive advantage and developing capacity. The
organizational culture, performance management, and general effectiveness of ADNOC have
all benefited from the application of management and leadership theories, especially the
adoption of transformational leadership. However, when a new leadership theory is
introduced into the company, there are typically certain disadvantages or difficulties.
ADNOC implemented the transformation leadership style in 2016, which presented a
significant challenge to all employees, many of whom had been with the company for 20–30
years. The issue was that, despite having a strong financial foundation, a highly experienced
workforce, full government and management support, and having been in operation for more
than 40 years, ADNOC's performance in terms of both development and finances was found
to be inferior to that of other GCC oil and gas companies. However, compared to other oil
and gas businesses, the company's overall costs were greater. Both the operational budget and
the capital costs for both small and large projects were extremely expensive without any
indication of organizational superiority or a clear requirement or internal rate of return (Al-
Hosani, 2011).
TASK 2
Different management and leadership styles are frequently used in different corporate
contexts. These styles are appropriate for various organizational circumstances and each has
unique qualities, advantages, and disadvantages. Here are a few typical management and
leadership concepts, along with some examples of how they are used and a quick
comparison:

Styles of Leadership
Coaching leadership is centred on identifying and fostering each team member's unique
abilities, which may be used to develop potential and improve performance.
Visionary leadership involves articulating an inspirational and distinct vision for the future of
the company, which is useful in encouraging creativity and long-term planning.
Autocratic leadership is represented by concentrated authority and decision-making, making
it appropriate for making snap decisions in crisis situations (Martins, 2023)
Democratic leadership effectively promotes teamwork and problem-solving by including
team members in the decision-making process.
Styles of Management
Centralised decision-making is a feature of autocratic management, which is appropriate in
circumstances that call for prompt choices and precise guidance.
Democratic management is centred on allowing team members to participate in decision-
making, which effectively fosters engagement and innovation.
Laissez-faire management is best suited for highly skilled and self-motivated teams because it
interferes as little as possible.
COMPARISON
Comparing Autocratic with Coaching: Autocratic emphasises centralised control, whereas
coaching concentrates on developing strengths.
Laissez-faire versus visionary: While laissez-faire leadership permits minimum intervention,
visionary leadership offers a clear direction.
Autocratic management and democratic leadership both need decision-making, but autocratic
management makes choices completely by itself, whereas democratic leadership solicits
feedback.

INTRODUCTION TO EMAAR
Emaar Properties, often known as Emaar Developments or Emaar, is a United Arab Emirates-
based worldwide real estate development firm led by Emirates. Listed on the Dubai Financial
Market, the firm is a publicly traded joint stock with an estimated value of US$16.8 billion as
of August 2023. With 60 operational organizations and six business divisions, Emaar
operates in 36 markets in the Middle East, North Africa, Asia, Europe, and North America.
LEADERSHIP STYLES FOLLOWED BY EMAAR
Emaar Properties, led by Mohamed Al Abbar, is a prime example of a dynamic leadership
approach that combines transformative and charismatic components. The famous projects
that Emaar has worked on, such as the Burj Khalifa, a representation of Dubai's progress and
modernity, are proof of Al Abbar's imaginative approach. His charismatic leadership is
evident in his ability to craft an appealing goal and convey it to the public and staff in an
effective manner (Ivy Panda, 2020)
Furthermore, Al Abbar's transformative leadership is exemplified by projects such as the
Dubai Department of Economic Development's effort to break down boundaries between
staff and clients. This game-changing move promoted an environment of transparency and
cooperation, motivating staff members to reevaluate their work practices and increase
productivity. Al Abbar's focus on fostering an environment that is open and trustworthy is
consistent with transformational leadership ideas (Ivy Panda, 2020)

COMPARISON ADNOC VS EMAAR

BASIS ADNOC
Leadership Make the shift to a new leadership
style period where transformational
leadership is the main emphasis.
Efficiency, profitability, people, and
performance are the cornerstones of
the organization's clear vision.
Application in Effective use of inspiring and
business revolutionary leadership in
situation and initiatives such as the construction
decision of the Burj Khalifa and the
making dismantling of barriers inside the
Dubai Department of Economic
Development.
EMAAR
dynamic leadership style that blends
charismatic and transformational
components. as demonstrated by the Burj
Khalifa project.
Make the shift to a new age of leadership,
emphasizing transformational leadership.
Use in many business contexts,
highlighting the four essential elements of
successful organizational operations.
TASK 3
WHAT IS CULTURE?
A group of people's ideas, values, customs, behaviors, and general way of life are referred to
as their culture. It includes many different things, such as social structure, language, art,
conventions, and traditions. On the contrary, cultural diversity refers to the existence of
several cultures inside a community or organization, which may provide a more vibrant and
welcoming atmosphere. This diversity may affect social cohesiveness, personal development,
and organizational success, among other elements of life in both positive and bad ways.
ORGANIZATIONAL CULTURE
The common values, beliefs, attitudes, and behaviors that define an organization are referred
to as its organizational culture. It stands for how members of the organization think,
communicate, and collaborate as a whole. Employee perceptions of their workplace,
interactions with coworkers, and comprehension of the organization's mission and objectives
are all influenced by organizational culture.
A company's whole operation is impacted by organizational culture, including employee
perks, contract conditions, tone, and timeliness. The employees are more likely to feel
respected, at ease, and supported when your workplace culture is in line with their values.
Businesses that put a high priority on culture are also better able to withstand setbacks and
shifts in the industry. When it comes to drawing in talent and surpassing the competition,
culture is a major asset. Nearly half of the workers would quit their present position for a
lower-paying position at an organization with a superior culture, and 77% of applicants
consider the company's culture before applying. One of the most important determinants of
employee happiness in an organization is its culture (Wong, 2023)
Think about Microsoft. The fact that the technology-based business prioritize culture has
contributed to their respective success and renown as top performers and brands. Following
Steve Balmer's departure as CEO in 2014, Satya Nadella has had a good impact on Microsoft,
which was previously known for its fierce competition. He started a program to improve the
corporate culture, which turned the emphasis away from competition and towards ongoing
learning. Employees were urged to better themselves rather than prove themselves. With a
market valuation that is currently approaching $1 trillion, Microsoft is once more in the
running to be among the most valuable corporations in the world with Apple and Amazon
(Wong, 2023)
FACTORS INFLUENCING ORGANIZATIONAL STRUCTURE
Organizational culture is influenced by various factors, including:
1. Top Leadership Principles

Policies, processes, and rules regarding employees are influenced by the way the
leadership team of an organization manages the firm. If you observe any excellent leader,
you will see that their beliefs and principles permeate the workforce, resulting in positive
outcomes for the company. Former Starbucks CEO and executive chairman Howard
Schultz has a straightforward leadership tenet: treat people with respect and decency. This
one tenet recurs frequently in Starbucks' organizational culture and is gauged by the level
of customer service received.
2. Vision, Mission and Values

The company's vision, mission, and values frequently act as a road map for its culture. They
explain a company's mission, values, and purpose.
A company will probably develop a culture that encourages innovation and experimentation
if its members like taking chances and exploring new concepts. On the other hand, if a
company values consistency and equal performance. It could create a culture that emphasizes
risk avoidance and respect for rigid rules and regulations.

3. Organizational Structure

An organization's culture is greatly influenced by its organisational structure, whether it is

hierarchical, flat, or matrix. In hierarchical organizations, decision-making authority is
concentrated at the top, perhaps fostering a more formal, bureaucratic culture. Flat designs
can encourage an environment where people feel empowered to share ideas and make more
decisions.

ORGANIZATIONAL CULTURE
Organizational culture is essential to the performance and profitability of businesses such as
EMAAR and ADNOC. It is crucial for managers and leaders to play a part in creating and
fostering this culture. Let's assess organizational culture's importance and how leadership
affects it in ADNOC and EMAAR critically:
1. Leadership Influence

ADNOC: Throughout its history, as a state-owned enterprise, ADNOC's leadership has been
crucial in coordinating the company's culture with governmental objectives. The leadership's
focus on efficiency, stability, and long-term planning has made ADNOC a robust and
forward-thinking organization.
EMAAR: The organization's leadership, particularly that of individuals like Mohamed
Alabbar, has been crucial in developing a creative and forward-thinking culture. Alabbar's
innovative leadership has shaped EMAAR's culture by setting an example of quality and
ambition via projects like the Burj Khalifa.
2. Strategy and Decision-Making:

ADNOC: The organization's executives participated in the creation of ADNOC in

1971 following equity modifications, among other strategic choices. These choices highlight
the company's resiliency by demonstrating a culture of flexibility and response to the
dynamics of the global oil market. These choices highlight the company's agility and
response to the dynamics of the global oil industry.
EMAAR: EMAAR's leadership choices, such as branching out into real estate and expanding
internationally, demonstrate a mindset of taking calculated risks and strategic vision. As a
result, EMAAR is now regarded as a diverse and globally renowned business.
3. Empowerment and Engagement of Employees:

ADNOC: The company's leaders have prioritized employee empowerment by implementing

programs such as the In-Country Value (ICV) project. This initiative promotes local job
creation and company expansion, promoting a climate of community service and
involvement.
EMAAR: An inclusive and cooperative culture has been prioritized by the organization's
leadership. Employee participation in the design of landmark projects like the Burj Khalifa is
indicative of a leadership style that values each team member's unique contribution.
To sum up, ADNOC and EMAAR serve as excellent examples of how important
organizational culture is to success and long-term performance. These companies' managers
and executives have been important in creating cultures that support their strategic goals,
industry standards, and employees' ambitions. The decisions, actions, and beliefs that are
ingrained in these organizations' cultures are clearly influenced by leadership, which
enhances their general efficacy and performance.

TASK 4
WHAT IS MOTIVATIONAL THEORY
Research on motivation theory aims to understand what motivates people to seek particular
objectives or results. While this research is useful to society as a whole, business and
management may benefit greatly from it. This is explained by the fact that improved
productivity and employee motivation are positively correlated, which eventually raises
income. Studies show that engaged and satisfied employees may increase productivity by
about 12%.
Although motivation theory has several segments, it essentially consists of two elements:
Extrinsic and Intrinsic motivation strategies.
Intrinsic motivation: IM stands for intrinsic motivation, which is the drive to engage in
activities that are naturally joyful or fulfilling. The essence of intrinsically motivated
behavior (IM) is non-instrumental, meaning that the behavior itself is not dependent on any
external consequence. Instead, the goal and the method are the same thing (Legault 2016).
In "Drive," his 2009 best-seller, Daniel Pink introduces "Motivation 3.0," a fresh perspective
on workplace motivation. Motivation 3.0, in Daniel Pink's opinion, consists of three primary
components. It consists of Autonomy, Mastery and Purpose
- Autonomy: The ability for self-direction and the freedom to experiment, fail, and grow
is referred to as autonomy. It has a connection to freedom. An individual's attitude
and performance are significantly impacted by their feeling of autonomy (Joy, 2019).
- Mastery: Mastery is the desire to get better. If mastery inspires you, you probably
believe that there is no limit to your potential and are always looking for new ways to
improve your abilities via study and practice. A person who strives for mastery must
do it for its own sake (Joy, 2019).
 - Purpose: People in the twenty-first century aspire to improve the world as a whole in
addition to their own personal interests. If you can help your staff see how their job is
contributing to a larger goal, it may be a tremendous motivation. If someone cannot or
does not see the "bigger picture," they may get disengaged and unmotivated at work
(Joy, 2019).

People are motivated by more than merely rewards and penalties in the modern world.
extremely talented, imaginative, and able to have a significant influence on the world
individuals are extremely perceptive when it comes to motivation. They need to constantly
learn new skills (mastery), want to work at their own pace (autonomy), and want to see the
larger picture of what their labor has accomplished (purpose). This is all that Motivation 3.0
provides for them (Joy, 2019)
Extrinsic Motivation: The term "extrinsic motivation" (EM) describes behavior that is
primarily dependent on achieving a goal that can be distinguished from the action itself.
Stated differently, EM is fundamental to nature. It is carried out to achieve a different goal.
Strategies for extrinsic motivation include perks, employee recognition programs, recognition
and awards, and remuneration and prizes.
1. Compensation
In the workplace, monetary compensation is the most obvious external motivator, and most
workers typically derive some drive from their pay. Most workers carry out their tasks on the
understanding that they would be paid by their employer the salary that has been agreed upon
for the position if they do their tasks (Indeed Editorial Team, 2023).
2. Advancement or promotion
One powerful extrinsic incentive might be the possibility of advancing to the next phase of
your profession. Employees may benefit from this in the form of praise from their present
employer, a promotion within the company, or the chance to move positions and assume a
senior position in a different company (Indeed Editorial Team, 2023).
3. Praise
Compared to the other extrinsic motivators discussed above, praise is much less tangible, yet
when applied correctly, it may still be a very effective tool. It's crucial to recognise which of
your coworkers find motivation in this way if you're leading or supervising a team since
certain people react very strongly to verbal reinforcement and praise. Giving praise may
make workers feel more important, and for some, it's critical to know that superiors admire
the job they accomplish. For example, verbal affirmation and praise vary from bonuses in that
they are direct responses from your superiors (Indeed Editorial Team, 2023).

Social Motivation Strategies

The psychological drive that people acquire as a result of their upbringing in a family,
society, and culture is referred to as social motivation. It is the driving force behind
interacting, interacting, and seeking the favor of others. A taught behavior that is impacted by
social motivations like connection and accomplishment is known as social motivation. In the
workplace, social motivation is also significant since it affects workers' efforts, perseverance,
and initiative. Social motivation in the workplace may help individuals relate their work to
something greater than themselves, which increases the tenacity and intensity of their efforts.
Social motivation strategies can enhance employee engagement, job satisfaction, and overall
organizational performance.
Team Building: Team building, which encourages unity and collaboration among staff
members. Social gatherings, team-building exercises, and group trips are examples of team-
building activities. These kinds of activities may strengthen employee connections,
communication, and a sense of belonging inside the company.
Mentoring: Mentoring is the process of giving experienced employees the chance to advise
and assist new hires. Mentoring programs can assist new hires in gaining experience, honing
their talents, and forming bonds with more seasoned coworkers. This can improve overall
organizational performance, job satisfaction, and employee engagement.
Inclusivity: An additional social incentive tactic that might improve employee motivation and
organizational effectiveness is inclusivity. Creating a welcoming atmosphere that celebrates
diversity and invites staff members with different experiences to share their special
perspectives helps improve problem-solving and creativity.

CULTURAL MOTIVATION STRATEGIES

Employee behavior and performance may be greatly influenced by organizational culture,
which also helps to foster a high degree of engagement and dedication that enables them to
perform successfully on a regular basis. Leaders have an effect on culture and are impacted
by it. Actually, more than any other aspect, leaders have an effect on culture. They have an
effect on culture via creating and making clear the standards that direct workers' actions,
preserving environments that support teamwork and excellence, promoting responsibility,
and assisting staff in making the connection between their job and the organization's mission.
Leaders convey and uphold the organization's culture, which serves to shape employee views
and offers context for the purpose, vision, goals, and strategies.
Diversity: Diversity in the workplace has the potential to greatly inspire workers. Having a
diverse workforce may foster more creativity, innovation, and problem-solving because it
brings a range of viewpoints, experiences, and ideas to the table.
Align Values: Aligning values creates a sense of support, fulfillment, and belonging in the
positions, all of which contribute to increased motivation in the workplace. Employees find
more purpose and connection to their job when their personal and organizational values
coincide, which increases their desire to perform well.
Cultural Sensitivity: Workplace cultural sensitivity has a big influence on employee
motivation. Organizations may foster a work climate where workers feel appreciated, valued,
and understood by being culturally sensitive, which will boost their engagement and job
satisfaction. Workers in an environment that is sensitive to cultural differences may feel more
confident because they believe that their cultural background is acknowledged and valued.
ORGANIZATIONAL MOTIVATIONAL STRATEGIES
Improving employee motivation and overall organizational performance requires the use of
organizational motivational tactics. Several of the crucial tactics consist of:
Clear Expectations and Goals: Employees are better able to grasp their roles and the
performance evaluation process when clear performance goals and expectations are set.
Performance feedback: Performance feedback may positively reinforce desired behaviors and
increase motivation. It is important to give regular feedback and acknowledge
accomplishments (Root, n.d.)

Tailored to the organization's setting, the motivational strategies suggested for ADNOC cover
social, cultural, organizational, extrinsic, and social factors. Promoting autonomy by granting
workers more choice over their jobs, highlighting mastery via ongoing skill development, and
establishing a connection between people and the overarching goal of ADNOC's operations
are all effective ways to cultivate intrinsic motivation. A comprehensive strategy for
employee engagement is ensured by extrinsic motivator techniques, such as verbal
affirmation, clear career growth options, and competitive pay. Initiatives pertaining to social
motivation, such as team building and mentorship, foster a collaborative work environment.
Meanwhile, the organizational culture is strengthened by a dedication to diversity, values
alignment, and cultural sensitivity. To provide employees a successful road map, it is
important to ensure that clear expectations, goals, and frequent performance feedback are in
line with organizational objectives. Through the integration of several motivating tactics,
ADNOC can foster a good work environment, increase employee morale, and optimize
performance throughout the whole organization.

TASK 5
For companies like ADNOC, performance management and continuous improvement are
critical in the fast-paced, highly competitive oil and gas sector. A strong performance
management system is required for a number of reasons, including technology improvements,
adherence to safety regulations, and efficient operations.
Currently, ADNOC combines transactional and transformational leadership theories.
Innovative and flexible thinking are encouraged by transformational leaders who captivate
their workforce with a captivating vision. Transactional leaders use performance monitoring
and transparent communication to make sure daily operations go without a hitch. These
methods are used in a variety of business contexts, including project management, safety
procedures, and drilling operations. A few examples of transformational leadership in action
include establishing aggressive safety targets, motivating staff to adopt new technology, and
fostering a continuous improvement culture.
ADNOC's leadership and management strategies encourage a culture of learning,
adaptability, and innovation in order to enable continuous improvement. To provide a safer
workplace, for example, frequent safety drills and post-incident analyses support learning and
adaptation. Furthermore, the application of modern technology in production and exploration
demonstrates ADNOC's dedication to innovation, which is supported by leadership.

Recommendations
Integrating advanced data analytics for real-time insights is critical to strengthening
performance management and continuous improvement at ADNOC and supporting proactive
decision-making. To effectively negotiate the complexity of the sector, leadership
development programs should prioritize both transformative and transactional abilities.
Regular feedback systems empower staff members and promote a continual improvement
culture. Promoting cross-functional cooperation helps to foster a holistic approach by
accelerating innovation. Continuous training of staff members guarantees flexibility and
quality, and including sustainability measures assesses environmental effects. Maintaining a
strong commitment to performance management and fostering innovation at ADNOC is
ensured by routinely upgrading performance measures to correspond with organizational
goals and evolving technology.
Conclusion
The study concludes that, particularly in the context of ADNOC, leadership styles have a
significant impact on organizational effectiveness. The results show that transformational
leadership stands out as the most effective approach, highlighting the important influence that
leaders have on staff members' attitudes about their work. Democratic leadership, on the
other hand, is found to have the least influence, while leaders that exhibit strong work ethic
among their colleagues are found to have the most influence. Comprehending the intricacies
of these leadership approaches is vital for entities such as ADNOC, which function inside the
ever-evolving oil and gas industry, wherever performance management and ongoing
enhancement are indispensable to triumph.
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