assigment 3

‫المملكة العربية السعودية‬‫وزارة التعليم‬
‫الجامعة السعودية اإللكترونية‬
Kingdom of Saudi Arabia
Ministry of Education
Saudi Electronic University
College of Administrative and Financial Sciences
Assignment 3
Communications Management (MGT 421)
Due Date: 4/5/2023 @ 23:59
Course Name: Communication Management
Student’s Name:
Course Code: MGT421
Student’s ID Number:
Semester: 2nd Semester
CRN: 24278
Academic Year: 2023-24-2nd
For Instructor’s Use only
Instructor’s Name: Layla Nasser
Students’ Grade: /10
Level of Marks: High/Middle/Low
General Instructions – PLEASE READ THEM CAREFULLY
•
•
•
•
•
•
•
•
•
The Assignment must be submitted on Blackboard (WORD format only) via allocated
folder.
Assignments submitted through email will not be accepted.
Students are advised to make their work clear and well presented, marks may be reduced
for poor presentation. This includes filling your information on the cover page.
Students must mention question number clearly in their answer.
Late submission will NOT be accepted.
Avoid plagiarism, the work should be in your own words, copying from students or other
resources without proper referencing will result in ZERO marks. No exceptions.
Use APA reference style.
All answered must be typed using Times New Roman (size 12, double-spaced) font. No
pictures containing text will be accepted and will be considered plagiarism).
Submissions without this cover page will NOT be accepted.
Learning Outcomes:
2.1: Perform all communication abilities, including thinking, writing, speaking, listening,
andassessing the technology.
2.2: Illustrate techniques and skills of correct business research report writing, learn report
writing style using an approved style; and apply the basics of oral communication in a
presentation of a project, including, proper speech, organization, use of graphical aids, and
effective non-verbal communications.
Assignment Structure:
Assignment-3
Type
Part 1
Part 2
Total
Marks
5
5
10
Word limit is minimum 500 words.
Part-I (5 Marks)
Write a detailed message to persuade your boss to invest capital resources to develop the
product or service for sale. (2Marks)
Explain what you will do in case the selected product or service does not initially sell as
much as expected. (2Marks)
Select the appropriate channel for delivering your message based on context, audience,
and purpose. Explain why you selected the channel. (1Mark)
Part-II (5 Marks).
Suppose you have to guide your friend/colleague in preparing PowerPoint presentation.
Considering the following parameters how you will guide him/her.
1. The electronic slide presentation. (2 Mark)
2. Use of white space. (0.5 Mark)
3. Use of charts, diagrams, images, and pictures. (0.5 Mark)
4. Use of text. (0.5 Mark)
5. Three recommendations to improve the PowerPoint presentation. (1.5 Mark)
‫المملكة العربية السعودية‬
‫وزارة التعليم‬
‫الجامعة السعودية اإللكترونية‬
Kingdom of Saudi Arabia
Ministry of Education
Saudi Electronic University
College of Administrative and Financial Sciences
Assignment 3
Business Ethics and Organization Social Responsibility (MGT
422)
Due Date: 13/4/2024 @ 23:59
Course Name: Business ethics and
organization social responsibility
Course Code: MGT 422
Student’s Name:
Semester: Second
CRN: 24275
Student’s ID Number:
Academic Year:2023-24-2nd
For Instructor’s Use only
Instructor’s Name: Dr. Layla Nasser
Students’ Grade:
Marks Obtained/Out of 10
Level of Marks: High/Middle/Low
General Instructions – PLEASE READ THEM CAREFULLY
• The Assignment must be submitted on Blackboard (WORD format only) via allocated
folder.
• Assignments submitted through email will not be accepted.
• Students are advised to make their work clear and well presented, marks may be reduced
for poor presentation. This includes filling your information on the cover page.
• Students must mention question number clearly in their answer.
• Late submission will NOT be accepted.
• Avoid plagiarism, the work should be in your own words, copying from students or other
resources without proper referencing will result in ZERO marks. No exceptions.
• All answered must be typed using Times New Roman (size 12, double-spaced) font. No
pictures containing text will be accepted and will be considered plagiarism).
• Submissions without this cover page will NOT be accepted.
Learning Outcomes:
No
CLO-6
Course Learning Outcomes (CLOs)
Write coherent project about a case study or actual research about ethics
The content is available for free download in knowledge resource from the SEU
homepage:
Read the following article available in SDL:
Yadav, R., Gangwar, R., Arora, S., & Andres, F. (2019). Cultural Issues in Employee Engagement: Illuminate, Causes, and
Significance. In N. Sharma, N. Chaudhary, & V. Singh (Eds.), Management Techniques for Employee Engagement in
Contemporary Organizations (pp. 47-56). IGI Global. https://doi.org/10.4018/978-1-5225-7799-7.ch003.
https://0y11jlx92-y-https-www-igi–globalcom.seu.proxy.deepknowledge.io/gateway/chapter/full-text-pdf/221398
Answer the following questions:
1. Discuss the role of employee engagement in the growth of organization as argued by
the author. (Not less than 400 words) 3 Marks.
2. Explain the significance of cultural issues in Employee engagement addressed by the
author. (not less than 400 words) 3 Marks.
3. According to the author, why do cultural issues occur in employee engagement?
Explain the techniques to improve employee engagement. (not less than 500 words) 4
Marks.
• Note: All answers should be supported with proper references.
47
Chapter 3
Cultural Issues in
Employee Engagement:
Illuminate, Causes, and Significance
Radha Yadav
Chandigarh University, India
Riya Gangwar
Jaipuria School of Business, India
Sunaina Arora
Jaipuria School of Business, India
Frederic Andres
National Institute of Informatics, Japan
ABSTRACT
The purpose of this chapter is to analyze the cultural issues in employee engagement. This chapter covers
the importance of employee engagement and diverse workforce. The author focuses on the role of culture
in employee engagement, and it shows a positive relation between the organization performance and
employee engagement. In this chapter, the author also depicts cultural issues in the organization. In the
end, the author emphasizes the techniques to improve the cultural issues to enhance employee engagement.
INTRODUCTION
Today’s management approach has been changed, Human Resource Department do lots of activity to
engage, to enthuse and to excel the employees toward task. Famous organisation like Apple, Microsoft,
Google and other companies follow the activities to build employee relations. Affection, Love and Cohesiveness are the social need of anyone’s. Today’s Human resource Department focuses on this social
need to make a strong bond between the employer and employee.
DOI: 10.4018/978-1-5225-7799-7.ch003
Copyright © 2019, IGI Global. Copying or distributing in print or electronic forms without written permission of IGI Global is prohibited.

Cultural Issues in Employee Engagement
Today’s world is digital world; thought processes and actions are continuously changing to face
the challenges in this competitive world. Employee engagement is not tangible thing by which any
organisation predicts the requirement of the employee by one touch, all employees are alike, degree of
engagement will be different, and employees themselves will be responsible of own level of engagement. Companies have their own strategies to make employees engaged at a work place. These strategies may vary companies’ polices and work environment. According to the Gallup great work place
award 2015; many popular companies who maintain the great workplace and environment to involve
the employee into a work. ABC Supply Co., Inc, Indus Towers, Adena Health System and many more
companies proved that engagement plays a vital role in the performance of the organisation. On above,
Google, American Express, John Lewis, Hyatt, Southern Airlines and Virgin are on the top of the list
of employee engagement. These companies focus on different approaches i.e. transparency, behaviour,
listening to the employees, etc.
Employee engagement can be of three types with the perspective of employees. Some employees are
actively engaged with passion, dedication and determination towards the companies. They do assignments with futuristic approach; give creative and innovative ideas to the development of the organisation. Second type of employee engagement i.e. Not engaged, these types of employees do their work
without energy and passion; personality of these employees are sleepwalker and lazy. Third types of
employee engagement is actively engaged, these employees are not only unhappy at the work place but
it also affects other employee to make unhappy them. It has been proved by many researcher that highly
engaged employee give healthy environment and higher productivity to the organisation. Engagement
can affect employees’ attitudes, absence and turnover levels and various studies have demonstrated links
with productivity, increasingly pointing to a high correlation with individual, group and organisational
performance, a success measured through the quality of customer experience and customer loyalty. Beyond this, it is a challenge to manage diverse work force at a work place. To make a engaged employee,
main issue which occur is cultural issues. Culture varies person to person
With advancement and enhancement in the usage of technologies, and the growing need to globalize
organizations, industries are going across the national geographical boundaries and expanding the scope
of their business dealings. Once a concern is globalized, the need for the search of the best person to
carry out the respective tasks emerges. Now, that is something opening up new opportunities for candidates across international boundaries; making these boundaries thinner and gradually eliminating it as
a criterion for choosing a job.
As we see these days, the supremacy of Multi-nationals is sprouting; and so is the need to have different
people from various countries and cultural backgrounds. This cultural mix is a boon to any organization
in terms of new ideas, unique creativity, increased exposure, foster innovation, richer brainstorming
and better customer understanding and decision making; but the same gives rise to a number of cultural
issues in the organization too, like- the unclear culture, resistance to changes, vague assumptions, reduced communication, and the list continues. Employee engagement has become a crucial topic in the
organisation to compete in the market, it is necessary to having highly engaged employee at a workplace.
Meaning and Importance
The thoughts, traditions, and social conduct of the people of a particular place or society form the culture
of that place. Diversity in a culture adds to the rich dynamic quality at any given place. These distinctions
48

Cultural Issues in Employee Engagement
exhibit a number of challenges in the work environment. Understanding these social contrasts goes far
towards settling them.
Employee engagement is a working environment approach bringing about the right conditions for
the human resource of an organization that helps them come up with their best every day, focusing on
the goals of the organization, whilst driving a push towards the organizational success with an escalated
sense of their own well-being.
People come from all kinds of backgrounds- different religions, values, beliefs, tradition, mindsets,
statuses, and even beyond national boundaries- to work together, under the same roof, achieve a common
goal and benefit each other interdependently. Certain issues arise due to the cultural differences amongst
the human resource of an organization and lead to barriers to employee engagement.
Role of Employee Engagement in the Growth of the Organization
Better employee engagement leads to better yield or better output. At the point when employees are
engaged at work, they feel a sense of belongingness with the organization. They believe that the work
they are doing holds importance to the firm and hence work harder, along these lines. This, in turn,
fulfill their three needs from the “Maslow’s hierarchy of needs”, namely- Self actualization Needs, Esteem Needs, and most importantly, the Need for Love and Belongingness. Hence, the contentment of the
employee increases and so does his/her willingness to stay connected with the organization; the turnover
rate declines and happy employees propel the organization to grow.
How Does This Affect the Society?
Culture is the social conduct and standards found in human social behavioral patterns. It includes the
ideas, customs, behaviors, religion, language, food, music and a million other things of a particular people
or society. Social or cultural distinctions will influence the receptiveness, responsiveness, tolerance, and
open mindedness of a person to individual education and readiness to acknowledge data and absorb it
into one’s own life. Various social perspectives impact the way we connect with other individual, including national culture, regional culture, gender culture, work culture, and different correspondence styles.
Now, if we talk about diversity at workplace, we will come across a number of challenges in their
working styles because you cannot just put a bunch of individuals together with immense contrasts and
anticipate them to get along from the very first day. Many of them aren’t even tolerant enough to be
working with people of distinct social backgrounds and everything gets muddled up at the end. In order
to minimize the aftermath of employing a diverse workforce, diversity trainings and strategic management for the diversity takes place that permeates every department and function of the organization.
How Can Cultural Issues Decrease the Performance of the Employees?
The culture of an organization and its productivity are closely related. It is true that diversity brings a
lot of challenges at the workplace; challenges in the management of the firm, communication barriers,
resistance to change, tolerance level of the employees, power and politics, and many more. These obstacles
play a colossal role in decreasing the level of productivity and efficiency of the employees and hence
the organization. The following are a few limitations of diverse culture of a workplace-
49

Cultural Issues in Employee Engagement
1.
2.
3.
4.
5.
Communication and language barriers can lessen the viability of the employees. This inefficacy
can lead to conflicts and affects the team performance.
Conflicts and clashes are generally caused when individuals have diverse opinions and priorities
in light of different individual demands and needs.
Differences in backgrounds, social statuses, and experiences lead to difference in mindsets, thought
processes and opinions too, which in turn lead to another reason for struggling in the multicultural
environment.
The reason that individuals are not contented in working in a diverse environment is on the grounds
that they do not consider it a better soil which according to them is due to the dissimilar people
around them.
The mentality of “we have always done it this way” is resistant to change and does not accept,
rather silences new ideas coming from the diverse workforce.
Significance of Cultural Issues in Employee Engagement
With the growing needs of any organization to go global, there is a current trend of multicultural workforce
too. Therefore, employees are expected to simultaneously and adequately interact with other employees
belonging to different cultural backgrounds because an organization’s efficacy and competitiveness relies
on its capacity to embrace the multicultural environment and understand its advantages.
Culture and engagement is the most vital issue organizations face round the world. In a Deloitte study,
it has been found that 87% of the organizations specifically point it out as one of their top challenges. On
the other hand, if individuals start seeing its brighter side, they will come to know in how many ways
workplace diversity can benefit them.
1.
2.
3.
4.
5.
50
Variety in Perspectives and Viewpoints: A large pool of ideas and opinions can be created using
the viewpoints of the diverse workforce that can be drawn for the strategic requirements of the
business.
Adaptability: While working and interacting, with people from all cultures, individuals make
peace with it and ultimately learn to adapt to such surroundings which is beneficial not only for
the organization but also for them as a human being.
Broader Service Range: A differing collection of skills and experiences (e.g. learning various
languages, understanding of various cultures) enables an organization to give world-class worldwide
services to their customers.
Effective Execution: Sometimes competitiveness can also lead to high productivity amongst
the employees leading to better execution of the skills of individuals at their tasks. Also, various
techniques would then be able to be executed; bringing about higher efficiency, benefit, and rate
of return.
Diversity Trainings: Diversity training is any program intended to encourage positive inter-group
collaborations, decrease discrimination on the basis of difference in culture by forming prejudices
and make the individuals different from others learn how to with each other effectively

Cultural Issues in Employee Engagement
LITERATURE REVIEW
There are many studies conducted in order to mitigate these issues and get the best out of the employees of
the concern- like the one to look after and analyze, at a business unit, the relationship between employee
satisfaction -engagement and the results of customer satisfaction, efficiency, productivity, profit, employee turnover and other concerned variables (Harter, 2002). One study is done on the accounting firms
to analyse the factors that improve the commitment and engagement at work place. Findings show that
company’s value and organizational culture are significantly related with the commitment and employee
engagement (Barkman and Sheridan; 2002). If company does not follow sound and appreciable culture,
it impacts negative impression of the top management among employees. In this condition, employee
prefers to quit the organization. Another study says about the organizational culture in Saudi Arabia. This
study says that training & development, organization communication, rewards and recognition enhance
the interest of the employees in the job. Employees feel more engaged and motivated at the workplace.
Another study done on qualitative approach that provided a restorative chance to enhance the knowledge
of the relationship of organizational culture with employee engagement in Saudi banks Results also show
that Islamic culture influence employee engagement in Saudi banks, it affects on Non-interest bearing
transactions, and the female segregation rule. (Shehri, Laughlin Ashaab & Hamaad; 2017). Employee
engagement is a positive fulfilling work-related state of mind that can be characterized by three characteristics i.e. vigor, dedication and absorption. (Schaufeli & Bakker; 2004). One researcher proves that
culture of the organization should be compatible with the values of the employees. (Allen; 2010). There
are four types of culture that affects the employee engagement among employees i.e. Power culture,
support culture, Role culture and achievement culture. (Brenyah and Darko; 2017)
It was observed by many studies that culture of an organization that drives the employee engagement (Lockwood, 2007; McBain, 2007). Appropriate compensation and benefits for the employees are
one of the primary factors that contribute to the desired employee engagement, apart from friendly and
supportive work environment. It is found by the research as well as from the observations of the successful companies that there is a direct link between the corporate culture, commitment and engagement
(Schein; 1985, Rashid, Sambasivan & Johari, 2003). According to the Mickenzie report, the concept of
the organizational culture just not related to the environment at work place, it covers the every aspects
of the organizational life and it also affects on the employees. One research says that if management
give their little concern about the culture then it can increases the employee engagement in job but that
concern should be in continuous process. (Reilly; 1989)
In Social Exchange Theory, given by George Homans, it states that when employees receive certain
employee benefits or the righteous advantages of working in the organization from their employer or
the management, they feel more engaged and more motivated towards organization although from different cultures (Homans, 1961). Another study says that ideal theoretical standards for understanding
work behavior in an organization gives result in terms of more committed, loyal, responsible, and trustworthy employees (Cropanzo, Mitchell, 2005). Where POS (Perceived organizational support) is how
much employees bank upon that their organization regards their commitments and contributions, and
thinks about their prosperity and well-being, satisfying their socio-emotional needs. Researcher found
that perceived organization support is positively related to employee engagement (Sacks, 2006; Ram &
Prabhakar, 2011; Shuck, 2010).
51

Cultural Issues in Employee Engagement
One study proves that employee engagement is significant positively related to the loyalty of the
employees towards the organisation (Schaufelli and Bakker, 2004; Vazirani, 2005). In another study it is
noted that employees feel a sense of commitment towards the organization when they are engaged, they
feel contented with their work as well as with the company which leads to high retention of employees
(Haid and Sims 2009).
EMPLOYEE ENGAGEMENT AND CULTURAL ISSUES
A research conducted by Mercer Human Resource Consulting helped in figuring out that- the typical
country standards for propelling the engagement and for other employee perceptions vary considerably
from place to place and region to region – about their work and their employers. A core set of propelling
factors or drivers is emerging globally. This might help MNCs and globally functioning concerns differentiate between local-global issues of engagement in designing and strategizing a global employee
engagement strategy and alter the implementations to cater to the needs of the local workforce. (Sanchez
& McCauley, 2006)
Social identify theory explains the concept of the individuals’ culture affects the person’s attitude and
behavior and also the team dynamics (Josee & Shisia, 2004). The rationale to justify the cultural change
effects on individuals and organizational performance. Individual’s similarity on visible and permanent
traits influences the feelings of identification. And identification based on demographic similarity is
related to in-group inclinations and team conflicts. (Tsui, Egan & O’Reilly, 2006).
It is also explained as (‘the portion of an individual’s self-concept derived from perceived membership in a relevant social group’ (Turner, John; Oakes, Penny, 1986). It is used to deduce and comprehend how a change in individuals’ culture affects the person’s attitude and behavior and also the team
dynamics (Josee & Shisia, 2004). The rationale to justify the cultural change effects on individuals is
that the individual’s similarity on visible and permanent traits influences the feelings of identification
(Tsui, Egan & O’Reilly, 2006). Inside groups, identification based on demographic similarity is related
to in-group inclinations and team conflicts.
Similarity/Attraction Theory posits on the notion that- individuals with similar traits and attributes
(especially the demographic aspect), enhances the interpersonal attraction and affinity. This is because
people with backgrounds akin, feel that they might share similar tastes and interests that will make them
comfortable around each other, ultimately bringing an ease and convenience for them in working together.
A research earlier (using the above mentioned attraction theory) found that differences in the similar
stated aspects leads to lack of attraction caused due to lesser conversation, message misinterpretation
and other communication barriers (Cameron & Quinn, 2002).
As with social identification and categorization theory, similarity/attraction research would anticipate
that high levels of culture change in an association or in a work group are probably going to prompt
flawed work forms. These flawed work procedures will, thusly, prompt weaker execution.
Why Do Cultural Issues Occur in Employee Engagement?
Employee engagement, a term coined by the Gallup Research Group, is widely used and practiced actively
in every other organization for at least one of the two reasons- it’s analytically proven relationship with
productivity, profitability, customer satisfaction, employee retention and safety (Buckingham & Coff-
52

Cultural Issues in Employee Engagement
man, 1999; Coffman & Gonzalez-Molina, 2002). However, this takes a lot of effort due to the varying
cultures in the organization. Culture includes everything from an individual’s brought-up, lifestyle and,
beliefs to ideas, mindsets and, social behavioral norms.
A few of the issues caused by the distinguished cultural aspect in employee engagement are:
1.
2.
3.
Values and Beliefs: People coming from different family backgrounds possess different mindsets,
perceptions, opinions and, discernments. Naturally, they are going to depict certain distinguished
values and beliefs according to their brought up and cultivation. Values are basically the guiding
principles of people’s internal conception of what is good and constructive or bad and undesirable.
Hard work, discipline, usefulness, trustworthiness, punctuality etc. are some personal values that
enhance an employee’s efficiency and efficacy in the company. The importance of these values is
believed to be different from person to person and hence, it creates a gap between the employees
and engagement, since the non-dominant cultural group always has to adapt according to the values
and beliefs of the dominant cultural group of the organization.
Demographic Aspect: The demographic aspect is anything relating to demography or the structure
of the population that can be age, gender, race, education, income level, marital status etc. According
to the similarity/attraction theory, if two people have the same age group or education or other
similar demographic factors stated above, will have a better interpersonal interaction (Cameron &
Quinn, 2002). The perceived age similarity relates to the workers at a higher level of satisfaction
and hence engagement (Avery, D. R., McKay, P. F., & Wilson, D. C., 2007). This could bring in
comfort to work around each other and would prompt enhanced work forms, productivity, profitability and a healthy competition as well. Whereas, on the other hand, absence of this could cause
diversity issues.
Attitudes and Behavior: Attitude is a driver of behavior. It is a settled way of thinking about
something that can be either positive or negative. It can be seen in a person’s response to his or
her surroundings. Some negative attitudes are harmful in the work place and can spread to the
ones around them that can impact the co-workers’ performance as well. To change these attitudes,
is a duty of everyone (manager, employees and the organization). This is another cultural issue
that stands as a rift to employee engagement pertaining to differences in individuals’ and group’s
attitudes.
Techniques to Improve Employee Engagement
There are a number of cultural issues standing between an effective organization culture. Some ways to
improve the employee engagement cause due to the prevailing cultural issues in the concern are:
1.
Respect and Accept: It is one thing to hire and employ a diversified workforce for the company
in order to acquire varied forms of talent; and it is another to deal all of them with deference and
dignity by way of inclusion. Again, it is the responsibility of the employees, manager and the
organization. A few statistics to check out the effectiveness of inclusiona.
b.
c.
Inclusive teams consistently outperform their peers by 80% on team-based challenges. (Deloitte)
Ethnically-diverse organizations are 35% more likely to outperform competing firms. (McKinsey)
More women-led (41%) than male-managed (35%) teams report being engaged. (Gallup)
53

Cultural Issues in Employee Engagement
Now, once the personnel are distinguishing in terms of the demographic aspect, it is now the responsibility of the workforce to take the only solution, i.e. to accept and adjust accordingly and work
peacefully in harmony.
2.
3.
4.
5.
Cross-Cultural Training: Globalization advancement in the areas of economic, political and social is leading to greater interpersonal cross-cultural and diversified contact. Since not everyone is
able to adjust to this connect, cross-cultural trainings have been proposed by researchers in order
to make the working classes have an effective communication. It is found that these trainings are
successful in order to mitigate the drift and have a better contact (Black &Mendenhall, 1990).
Active Grievance Solving Process: Diverse workforce gives rise to lots of misunderstandings
and conflicts due to variation in ideas, beliefs, opinions, perspectives, etc. Such conflicts lead to
complaints and grievances. This calls for an active process in every organization that is able to get
to the bottom of the problem and fix it.
Interaction/Communication: In a study, it was highlighted that the internal level of interaction
amongst the employees is food to considerably good degrees of employee engagement (Public
Relations Review, 2017). It is certain that employee communication and employee engagement
are inter-linked (Kang & Sung, 2017). Employee engagement aids to considerably decrease the
employee turnover intention and also increases supportive employee communication attitudes and
behaviors.
Exit Interviews: An exit interview is a kind of interview held in order to retain the employee
leaving the organization. For the purpose of employee retention, counseling takes place that is a
psychological healthcare intervention at workplace (Padmasiri & Jayatilake, 2016). This can not
only prevent employee turnover but can also solve the prevailing problem between the employee
and the company, making the relations healthier than they were before. This, in turn, becomes an
advantageous situation when we talk about employee engagement.
CONCLUSION
Employee engagement is the spine of an organization’s healthy work environment. As discussed in the
chapter, there are a number of ways to attain that like “Respect & Accept, Cross cultural trainings, Active
grievance solving process, Interaction, Exit Interviews, and many more” -, and not to deny, there are a
number of cultural issues too like- “Values & Beliefs, Demographic Aspect, Attitudes & Behavior, and so
on” . Organization needs and demands of the market to attain the diverse work force but to handle this
work force can be tough. Todays’ manager has been working to maintain diverse work force by engagement practices, So employees get awareness of values, belief, life style, behavior and so on. Techniques
After reviewing the researches of many famous researchers- Gallup, Harter, Schmidt, Hayes, Suharti, Suliyanto, Haid, Sims, Schein, O’Reilly, Sanchez, McCauley, and many more, it can be certainly
concluded that employee engagement is a necessity these days in this globalised market where there are
people from all over the world working together under the same roof. To keep them working in harmony,
under the same roof, with employee-satisfaction as the key objective of the organization, there is a need
to have certain drivers of employee engagement like- “Work environment/organizational culture, job
role, rewards & recognition, learning & training opportunities, quality of interaction with peers and
superiors, and many more”. Employee engagement is that buzz-word in the industry that has changed
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Cultural Issues in Employee Engagement
the perception of the management, considering the fact that how crucial it is to be employee-centric for
an organization in order to positively impact the productivity.
Therefore, it is important for companies to see and understand what are the ‘causes’ behind employee
engagement, if they want to influence the ‘effect’ of employee engagement.
In the last, factors of culture affects the employee engagement at the work place. An engaged employee
will exhibit only not better performance but will be intrinsically motivated. When an employees understand their colleague’s culture, values and belief, and give respect to the diversity. These understanding
enhance the cohesiveness among employees and reduce the barrier which comes from the different
factors of culture, and increased the engagement of employees at the work place.
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Cultural Issues in Employee Engagement
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56
‫المملكة العربية السعودية‬
‫وزارة التعليم‬
‫الجامعة السعودية اإللكترونية‬
Kingdom of Saudi Arabia
Ministry of Education
Saudi Electronic University
College of Administrative and Financial Sciences
Assignment 3
Quality Management (MGT 424)
Due Date: 04/05/2024 @ 23:59
Course Name: Quality Management
Student’s Name:
Course Code: MGT 424
Student’s ID Number:
Semester: Second
CRN:
Academic Year: 2023/24
For Instructor’s Use only
Instructor’s Name: Nada Alnemer
Students’ Grade:
/Out of 10
Level of Marks: High/Middle/Low
General Instructions –PLEASE READ THEM CAREFULLY
•
The Assignment must be submitted on Blackboard (WORD format only) via allocated folder.
•
Assignments submitted through email will not be accepted.
•
Students are advised to make their work clear and well presented; marks may be reduced for poor
presentation. This includes filling your information on the cover page.
•
Students must mention question number clearly in their answer.
•
Late submission will NOT be accepted.
•
Avoid plagiarism, the work should be in your own words, copying from students or other resources
without proper referencing will result in ZERO marks. No exceptions.
•
All answered must be typed using Times New Roman (size 12, double-spaced) font. No pictures
containing text will be accepted and will be considered plagiarism).
•
Submissions without this cover page will NOT be accepted.
• The Assignment`s learning Outcomes:
In the 3rd assignment, the students are required to read thoughtfully the Using Six Sigma DMAIC to
improve the quality of the production process: case study, and answer the related questions, upon
successful completion of the assignment the student should be able to:
1. Recognize the importance of quality management theory, principles, and practices applied in
businesses on national and international levels.(CLO1)
2. Use quality improvement tools and practices for continuous improvement to achieve the
organizational change and transformation ( CLO3)
3. Develop analytical skills of identifying pitfalls, or quality concerns through assimilated and
strategic planning.(CLO4)
Instructions to access the case study:
• Using Six Sigma DMAIC to improve the quality of The production process: a case study ,
Monika Smętkowska, Beata Mrugalska*Instructions to read the case study’
Access the below link to download directly the case study PDF:
https://www.sciencedirect.com/
Or
Through SDL https://sdl.edu.sa/SDLPortal/ar/A-ZDataBases.aspx
Using Six Sigma DMAIC to improve the quality of the production process: a case study
This case study discusses the application of six sigma as one of the common tools to improve the
quality and practice continues improvements. The paper is supported by practical example of the
DMAIC implementation ( one of the Six sigma methods), which presents the efficiency of such
practice on the processes quality level. Read the case, by using your critical thinking skills answer
the following questions:
1- Using your own words, explain in brief the idea behind six-sigma concept, and how it does
benefit the business? ( 2.5 Mark) ( 100 -150 words)
2- Describe the main stages of DMAIC as indicated in the case study. ( 2.5) ( 100 – 150 words)
3- From your point of view, which one of these stage is more critical, and Why? ( 2.5 Mark).
( 100 – 150 words)
4- Assess the application of DMAIC on the company ( production process) in term of its
implementation and results efficiency ( 2.5 mark ) ( 100 – 150 words)
Important Notes: •
•
•
For each question, you need to answer not more than 150 Words.
Support your answers with course material concepts, principles, and theories from the textbook
and scholarly, peer-reviewed journal articles etc.
Use APA style for writing references.
Answers:
1. ……
2. …….
3. ……
4. ……
Available online at www.sciencedirect.com
ScienceDirect
Procedia – Social and Behavioral Sciences 238 (2018) 590 – 596
SIM 2017 / 14th International Symposium in Management
Using Six Sigma DMAIC to improve the quality of
the production process: a case study
Monika Smętkowska, Beata Mrugalska*
Poznan University of Technology, Faculty of Engineering Management,ul. Strzelecka 11, 60-965 Poznan, Poland
Abstract
Over the last two decades there has been a growing awareness of the need to improve quality in the industrial sector. This paper
presents how to implement the DMAIC cycle as an element of continuous improvement in practice. In order to achieve it, the
problem of quality and quality improvement is widely discussed. Based on the recognized problem in the organization, an
analysis with the application of DMAIC is done. The propositions of improvements, which can be implemented in the
organization in order to increase the effectiveness of production process, are also presented.
©
by Elsevier
Ltd. This
is an openLtd.
access article under the CC BY-NC-ND license
© 2018
2018Published
The Authors.
Published
by Elsevier
(http://creativecommons.org/licenses/by-nc-nd/4.0/).
Peer-review under responsibility of SIM 2017 / 14th International Symposium in Management.
Peer-review under responsibility of SIM 2017 / 14th International Symposium in Management.
Keywords: DMAIC; quality; improvement; Six Sigma
1. Introduction
Nowadays, there is a huge pressure on organizations to improve the customer satisfaction and quality in the
organization, and at the same time to decrease ineffectiveness and reduce the number of errors. The organizations
have to solicit to gain and keep customers, because now, they are the key elements that drive economy. There are
many different conceptions, methods and tools that may be used to maintain the good quality level and help in
continuous development in the company (Zu, et al., 2008; Bendoly, 2016; Gołaś, et al., 2016). For example, it can
* Corresponding author. Tel.: +48-61-665-3364; fax: +48-61- 665-3375.
E-mail address: beata.mrugalska@put.poznan.pl
1877-0428 © 2018 Published by Elsevier Ltd. This is an open access article under the CC BY-NC-ND license
(http://creativecommons.org/licenses/by-nc-nd/4.0/).
Peer-review under responsibility of SIM 2017 / 14th International Symposium in Management.
doi:10.1016/j.sbspro.2018.04.039
Monika Sme˛tkowska and Beata Mrugalska / Procedia – Social and Behavioral Sciences 238 (2018) 590 – 596
591
be Six Sigma which is an innovative method of quality management introduced in Motorola by Bob Galvin and Bill
Smith in the middle of the eighties (Schroeder et al., 2008; Evans & Lindsay, 2014).
“Sigma” is a notion taken from statistics. It means any standard deviation of the random variable around the
mean value. Therefore, Six Sigma means six times the distance of standard deviation. To achieve Six Sigma a
process cannot produce more than 3.4 defects per million opportunities. A defect is defined as anything outside the
customer specifications (Moosa, & Sajid, 2010; Lei, 2015). It is inseparably connected with the principles of TQM.
Due to its dynamic character it has become one of the most effective tools in continuous development and pursuit of
excellence. Six Sigma has developed and systematized many statistical and business tools while reducing costs,
defects and cycle time of production, and at the time increasing market share, maintaining customers, product
development. Its program can be used at every stage of the production and administrative process (Zu, et al., 2008;
Glasgow et al., 2010).
Six Sigma is perceived as a philosophy or concept of a broad sense. Using it as a philosophy helps with changing
the world and transformation of an enterprise. Treating it as a strategy ensures development and increases the
position of the company. It is based on six main principles which should be implemented in companies that want to
develop and increase their position on the market. The very first point is concentration on the customer. Every
action, which is taken, should be in agreement with customers’ specifications and requirements. Six Sigma is also
based on real data and facts which are used to perform a detailed analysis. It is based on continuous improvement of
all aspects of functioning development in the organization as well as proactive management and cooperation without
boundaries at every level in enterprise. It should be underlined that it is not only an approach for solving the
problems with manufacturing but also business processes (Taborski, 2010).
2. DMAIC cycle
Among many different tools of quality management which may be considered as methods of quality
improvement, there are two main ones used in Six Sigma concept: DMAIC and DMADV (Kumar & Sosnoski,
2009; Jones, et al., 2010). DMAIC is an acronym from the words Define-Measure-Analyze-Improve-Control. This
method is based on process improvement according to Deming cycle. It is a process improvement of many different
areas in the enterprise. DMAIC cycle consists of five stages which are connected with each other (Sokovic, et al.,
2010; Sin, et al., 2015):
x
Defining the goal and its requirements:
9 defining needed resources and responsibilities,
9 defining organization structure which is favorable to achieve the goals,
9 identification of the elements and setting the estimated date of the end of project,
9 obtaining support from management.
The main purpose of this stage is to verify if the actions, which should be taken in order to solve the problems, are
connected with the priorities in the organization and that there is support from management and availability of
required resources. It starts with identifying the problem which needs a solution and ends with understanding this
issues as well as a clear evidence of management supervision. There are a lot of ways how to identify a project for
improvement. Firstly, it is better to focus on external factors, which create the cost for organization and take the
actions to eliminate them and after that solve the internal-costs problems. A useful tool which helps to narrow the
problem can be Pareto diagram (Shankar, 2009).
x
Measuring the current process:
9 identification of valid and reliable metrics,
9 checking if there is enough data to measure,
9 documentation of current performance and effectiveness,
9 performing comparative tests.
The measure stage concerns gathering information about processes which are going to be improved. It focuses on
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Monika Sme˛tkowska and Beata Mrugalska / Procedia – Social and Behavioral Sciences 238 (2018) 590 – 596
information which is needed in order to better understand all the processes in organization, customers’ expectations,
suppliers’ specifications and identification of the possible places where a problem may occur. It may be done by
creating a process map of the actual situation and performing failure mode and effect analysis (FMEA) which will
indicate the places of possible risk. The main issue of the measure phase is to collect and analyze the data which will
be needed in the control phase to show the differences and assess the progress which will be presented to the
management. It is also essential to assess the measurement system and to ensure that all data are veritable and
collected in a proper way (Shankar, 2009).
x
Analyzing the results of measurements, determining the causes of process imperfections and possible
solutions for them:
9 identification of key reasons for problems,
9 identification of the differences between current and target performance,
9 estimation of resources required to achieve target,
9 identification of possible obstacles.
In the analyze stage different tools and methods are used to find root causes, assess the risk and analyze data. To
confirm the analysis some samples should be performed and potential problems have to be proven to be real
problems. In this phase it is needed to define process capability, clarify the goals based on real data gained in the
measure phase and start root cause analysis which has impact on process variability. By calculating process
capability which is defined as “sigma” of the process, ability of the process to meet customers’ requirement is
measured. Process capability will be a key point for planned improvements.
x
Improving the process, implementing the changes, which eliminates the imperfections:
9 preparing the structure of work division,
9 developing and testing possible solutions, selecting the best one,
9 designing the implementation plan.
The goal of this stage is to take necessary information to create and develop an action plan in order to improve the
functioning of the organization, financial aspects and customer relationship issues. The possible solutions for the
action plan should be presented and performed. Some kind of pilot solutions, confirming the validity and accuracy
of analytical work which allows to make any corrections before applying the solutions on a large scale, are carried
out.
x
Controlling of the improved process, monitoring the results in a continuous way:
9 documentation of the plan of standardization and process monitoring improvements,
9 confirmation of the improved procedures,
9 transferring the ownership of the relevant teams after the completion of the project.
The control stage is about confirmation if changes implemented at the improve stage are sufficient and continuous
by verifying the quality of the improved process. It also controls the future state of the process in order to minimize
deviation from the objectives and ensure that the correction is implemented before it would have bad influence on
the result in the process. Control systems such as statistical process control should be implemented. The process has
to be continuously monitored. In the control phase control charts are used to identify if the process is controllable or
not.
Six Sigma allows to implement scientific methods in the organization to deliver the best value to the customers.
There are also some additional steps that should be taken in DMAIC cycle:
x
x
x
x
observation of important issues of the business and external environment,
development of a hypothesis based on this observation,
making predictions upon hypothesis,
testing the predictions and further observation, conducting experiments and using statistical methods,
Monika Sme˛tkowska and Beata Mrugalska / Procedia – Social and Behavioral Sciences 238 (2018) 590 – 596
x
593
repeating two last steps and comparing the hypothesis to the results for observation and experiments
(Pyzdek, 2014).
3. Case Study
3.1. Defining the problem
The research study started with a meeting in the company to discuss its problems. A deep analysis of the whole
production process was carried out. As a result of it some bottlenecks connected with visible downtime in the
production process were observed. They referred to performing the process of connecting blocks and covers on the
machine Kolbus BF 511. There were also others machines, which were used for this kind of activities, but only this
one had low effectiveness. The first issue to deal with, was to eliminate all the external factors which resulted in the
lower effectiveness of the process and then focusing on the internal ones.
At the meeting with the managing director and production director it was established that in a case of any needed
support the management would be ready to help. Every person involved in this project had to declare that he
understood his own position and responsibilities in performing and focusing on continuous improvement of quality
in the whole organization. The roles for performing this project mainly involved: Managing Director, Production
Director, Production Manager, the representative of financial aspects and Quality Controller. The needed resources
were defined as internal documentation of the company as well as own an observation of the processes on a
production line. The deadline of the project was set up for the end of April 2016.
As one of the main issues of the whole Six Sigma project is to focus on a customer, his needs and requirements
for the process had to be defined. The investigated company had only B2B (business-to-business) customers which
meant that it did not cooperate with individual clients. The main customers for this enterprise were the biggest
publishing houses from Poland and abroad, and their main requirement was to have orders on time. In order to
provide them high quality products and services it was essential that the production process run smoothly with the
greatest effectiveness and without any unnecessary downtimes.
3.2. Measuring data
After the problem was defined the next step was to collect historical data to get the information about processes
which were to be improved, check if there was enough data, documentation of the current situation and also perform
the comparative tests. However, the main assumption was to collect and measure data which would be needed at the
control stage in order to show the differences and asses the progress. The obtained data are shown on Figure 1.
300.000
250.000
200.000
150.000
100.000
50.000
0
2015
2016
Fig. 1. Efficiency on the machine BF 511
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Monika Sme˛tkowska and Beata Mrugalska / Procedia – Social and Behavioral Sciences 238 (2018) 590 – 596
As it can be seen the effectiveness in year 2016 was lower than in 2015. The biggest difference appeared in October
and November, which were the most productive months connected with a calendar season. In October the difference
was 86 464 pieces and in November 86 246 pieces in comparison to the previous year. It resulted from the fact that
there was an increase in orders from the customers, but decrease in their edition (number of printed volumes in one
order) what led to the increased number of changeovers on this machine .
3.3. Analyzing the main issue
In order to analyze the effectiveness of the machine Kolbus BF 511 brainstorming was performed. At first it was
organized in a form of an individual brainstorming and then there was a discussion about different ideas and
propositions. Every person involved had to present their own ideas in the form of a list on a Flipchart. On the basis
of these data it was possible to determine four main groups:
x
x
x
x
work organization
machine
method
man.
In a case of work organization the implemented control system was not sufficient enough to control the work
organization of every employee. Moreover, bad organization resulted from too long time spent on changeovers on
the machine due to too many customer’s orders. Till then the orders performed on this machine were selected by the
earliest date of delivery of materials what influenced negatively the production cycle to a large degree.
The technical state, age, construction of the machine and unexpected breakdowns also decreased the
effectiveness of the analyzed production processes. As the years were passing by, the machine was getting older. Its
maintenance was time-consuming and required engagement of employees from the company. However, the cost of a
new machine was really high and not adequate to benefits.
Another group of causes referred to methods of work. They were divided into: lack of instructions and
procedures, old technology and specification of production. The lack of procedures and clear instructions was an
impediment especially for new machine’s operators. They had to be informed how to choose formats of orders to
make the process much more effective. Although, this company developed quickly and tried to follow new trends
there was still old technology which slowed the production process and influenced its effectiveness.
Low effectiveness of the production process also resulted from the lack of experience, qualification and
knowledge of the employees, their predisposition, culture and motivation for work. In the company there were not
organized any trainings except obligatory health and safety training. The workers were not aware that their daily
actions contribute on a large scale to the functioning of the whole organization. As there was no bonus system the
lack of motivation for work was clearly visible. The predisposition of employees was also very important as some
people were more willing to work in specific conditions than others. It can be connected with their psychophysical
conditions which should be checked before hiring a new employee.
4.4 Improvement proposition
The first improvement proposition was to perform Single Minute Exchange of Die (SMED) on the machine
Kolbus BF 511 to reduce the time needed for changeovers and set-ups during production time. In order to achieve it,
it was proposed to:
x
x
x
x
x
gather parts and tools at spot,
eliminate internal operations,
simplify set-up to reduce adjustments,
replace only necessary parts and make all others as universal as possible,
measure time.
Monika Sme˛tkowska and Beata Mrugalska / Procedia – Social and Behavioral Sciences 238 (2018) 590 – 596
595
It was suggested to develop and complete the external set-up checklist to define the needed tools, materials and
gauges and their storage location. Moreover, it was proposed to develop and fill in a set-up observation form on the
basis of video of the process. As its results there should be done a classification of activities into internal or external
groups. Internal activities concern actions that can be only performed while the machine is shut down, whereas,
external activities can be performed while the machine is running. Thus, this division should lead to the conversion
of all possible internal actions to external set-up. For this aim, the employees, who perform the changeover or setup, should be invited and they should participate in brainstorming. In the next step, if it is possible, standardization
of tools and “one-touch” fasteners could be introduced. Furthermore, the possibility of performing operations
simultaneously could be taken into consideration. The introduced propositions should be measured in time to
evaluate their effectiveness.
Another proposition how to increase the quality of production process on the machine Kolbus BF 511 was to
perform trainings for the employees to make them aware how their actions contribute to productivity on this
machine and the whole production process. There is also a need to introduce clear instructions and procedures at
workplace. Each employee should know how to perform their tasks correctly. It is necessary to ensure that the
workers know how to collect orders for the process of connecting blocks with the covers. This issue does not only
concern machines’ operators and workers at the production line, but mainly employees working with production
planning and control.
The last proposed improvement concerns the implementation of Total Productive Maintenance (TPM) which is a
maintenance of machines and equipment performed by operators and workers inside the organization. It is based on
the elimination of breakdowns, changeovers, downtimes, decrease of speed of work, errors and corrections. It
requires involvement of machines’ operators for daily routine activities, not only employees from maintenance
department as it is in traditional methods.
4.5 Continuous control
After implementing the changes they should be controlled to check if they influence the production process
positively and bring any profits to the company. It can be performed by creating a control plan where it should be
exactly define what data, how, how often and who should control. If any non-conformance is detected, instructions
regarding needed actions to undertaken, should be also included. Over time, such a plan should be updated
depending on the evaluations after its implementation.
4. Conclusions
Nowadays, Six Sigma is getting more and more popular among organizations from various industries. It focuses
mostly on improving production processes what leads to the increase of profitability of the company. Achieving Six
Sigma level requires from organizations understanding the reasons of processes variability, performing their analysis
of cause and effect and the assessment of their costs. The application of DMAIC, which is one of the methods of
quality improvement used in Six Sigma concept, can increase the effectiveness while adequate reacting for the
appearing problems. As it was shown on the example of the machine Kolbus BF 511, it can be achieved by
implementing SMED, trainings for employees, work standardization and Total Productive Maintenance and after
that, it is necessary to introduce continuous control on the efficiency of the processes performed on that machine.
The proposed solutions may bring many different profits not only for the company, but also for other entities
involved in their functioning. Benefits of this implementation can be as follows:
x
x
x
x
company – avoiding penalties for non-compliance with the agreement, lower costs of production, increased
productivity, and consequently reduced amount of work in progress,
customers – increased customer satisfaction due to increased timeliness,
employees – increased comfort and better organization, lack of overtime,
other – the possibility of taking more orders during the „calendar season”.
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Monika Sme˛tkowska and Beata Mrugalska / Procedia – Social and Behavioral Sciences 238 (2018) 590 – 596
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