پروژه درس زبان انگلیسی - 5054

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شرح پروژه

سلام

 شما فقط پروژه دانشجویان زبان انگلیسی رو انجام میدین

⁩: یا اینکه کسی رشته اش اون نباشد اما زبان انگلیسی بخواد هم انجام میدین 

توضیحات اینه :

Academic Year 2021/22

Module Code: BHM357

Module Name: People & World Organisations 

Coursework Title: A motivation problem at the museum 

Case Study:

The Iconic West Museum (IWM) is a large museum based on the heart of the West Midlands, which has been open since 1960. IWM has a diverse collection of internationally renowned work, including fine art, jewellery, ceramics, and historical artefacts. It houses over 1000 exhibits dating back to the mid-14th century and receives around 100,000 visitors a year, at least half of whom travel from abroad. IWM is one of the largest museums in the local region and its collections are spread over 30 exhibition rooms. It employees 90 people, around half of whom are paid museum attendants who work in rotating shifts. 

The main tasks of a museum attendant involve opening and closing doors at designated hours, monitoring visitors’ activities to ensure safety and compliance, providing information, and notifying museum personnel when repair, maintenance or replacement of exhibits is needed. Museum attendants are indispensable to the effective functioning of a museum. Indeed, Samia Patel, the new IWM director, believes that a key factor for the performance of the museum is the work of the museum attendants. However, it has recently come to Samia’s attention that there is some degree of dissatisfaction amongst this group of staff. Since she started her new position, Samia has received several complaints from staff regarding the nature of their jobs. They report finding the work boring and monetary rewards to be low. When she approached the attendants’ supervisor for further information she was told that there was very little that could be done to address this. The supervisor explained how staff felt their job was extremely tedious and they just wanted time to go by as quickly as possible so that they could finish their shift and go home…it was boring, but someone had to be watching the museum rooms. Staff turnover was also very high, with the museum having to recruit new attendants on a regular basis, which was turning out to be costly. This concerned Samia so she decided to speak directly with some of the museum attendants to gather more information. 

Susan Preacher, a 35-year old museum attendant who has been in her position for five years, said that her expectations had been quite high when she first joined IWM. She was hoping to be able to learn more about art, to socialise with her colleagues who she imagined would have similar artistic interests, and also have lots of social interaction with the museum’s visitors; but none of this has happened. Instead, the shift work has stifled her social life and she has not been able to develop any friendships with co-workers as she often worked on her own during shifts. 

Another museum attendant, Peter Chang, an ambitious final year Art History student, said he was disappointed that he could not see a clear career path for him in the museum. So far, he has only received some initial induction training, despite being promised some one-to-one supervisor coaching. The high turnover he has witnessed has also left him feeling that there is little future for him at the museum and he is already starting to look for jobs elsewhere. Mohammed Shariff on the other hand said that although the job is not very stimulating, he is generally satisfied with it and the work fits well with his life. Although the job is not particularly well paid, he says that it’s enough support his family, which is the main thing. 

Maria Schmidt, who has only recently joined IWM, also appeared generally happy but has started to notice that she always seems to get given the shifts that no one else wants to do. The holiday shifts (where double pay is available) are always quickly snapped up by the other attendants and Maria feels that this is unfair. She also feels that some colleagues are purposely leaving her with jobs that don’t want to do on their own shifts (such as fixing signs, collecting litter, or reporting maintenance work), because they knew that Maria will do them.    

Samia noted these viewpoints and wondered how these complaints could be addressed. Indeed, one of her main objectives was to improve museum performance (i.e., number of visitors, visitor satisfaction, engaging exhibits) and she thinks that a motivated workforce could play a key role in achieving this. To that end, she has asked several consultancy teams to present their suggestions about how staff motivation can be addressed and improved. She is very open to ideas. However, the financial budget is limited and she will need to be highly convinced on the final proposal before signing it off.

Task Details/Description: 

WRITTEN REPORT OF CASE ANALYSIS

Based on the scenario presented in the above case study (as well any additional insight you may obtain into the job of a museum attendant), prepare a report addressing the following points: 

1. Explain the reasons behind the observed lack of motivation in the museum attendants at IWM.

2. Using relevant theory, concepts and research evidence from the People and World Organisations module, suggest what different actions could be taken to increase employee motivation across museum attendants. 

3. Critically analyse, compare and contrast the value and implications of the different theoretical frameworks that you have applied.

4. Select your favourite actions, and present an implementation plan, taking into account the following aspects: 

a. the feasibility of implementing the proposed actions

b. likelihood of these actions improving staff and organisation outcomes (e.g., job satisfaction, organisational performance)

c. return on investment judgments 

d. potential barriers to implementation and how these could be overcome

 

Module Learning Outcomes Assessed:

1. Critically analyze key individual differences and explain how these affect work behaviour and use relevant theory to understand what motivates people in organisations. 

2. Effectively participate in diverse teams and constructively manage group conflict.

3. Lead and influence others towards the achievement of organisational goals, being able to adapt leadership behaviours to the requirements of different contexts and employee characteristics

Presentation Requirements:

Word Count:  1500 (+10%)

Font Size: 10

Line Spacing: Double

Submission Date & Time:

Friday 3rd December 2021

Assessment Weighting for the Module:

30%

مهارت ها و تخصص های مورد نیاز

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