Bachillerato Internacional Internal assessment: Group 3 individual candidate cover sheet Swarr 3/CS ‘Arrival date: 20 April /20 October session:| Afy CORK sco nter| srl ne “Please retain a copy ofthis form ether using the Save as function or by printing a copy Complete thls form in the working language of your school (English, French or Spanish). Attach one completed copy ofthis form to the work of each candidate represented inthe sample. ~Afterconnpleting this form it must be printed and then signed by the teacher and candidate to confirm the authenticity of the work. subject: | Rusivess Clanega monk tevet: [fipd-] Candidate name: Candidate session number: Title(s) and dates of workc (complete if appropriate) [To whet extentemed hou are he emyphyee wrote red in TO-4 ccf Mle Ate fd @) 8 @ “Teacher declaration: To the best of my knowledge, the material submitted is the authentic work of the candidate. “Teachers name: Signature: ate: [| F.03. (¢- ‘Candidate declaration: | confirm that this work Is my own work and I the final version. have acknowledged each use of the words ‘or ideas of another person, whether written, oral or visual. Candidate's signature: pate: | CY. O38. 2076 ‘Types of work undertaken (to be completed by teacher) {for example, written assignment/essay/case study/fieldwork/portfolio/photogrephy/video/computer) Business and management SL: the issue or problem selected for the commentary must relate to the SL syllabus and refer directly toe single business organization (Business and management guide, March 2007, page 52) Resaanch poyeet. information (where appropriate) “Teacher support (where a candidate could not have completed the work without substantial suppor, please indicate)International Baccalaureate 3/CS (page 2) ‘School name: Candidate name: Subject: Business Management Assessment criteria: Complete the boxes for the appropriate subject Level: HL. TTelTel |e Total oa [os | os pos [oe om ney Hand SL: 0 oa] oa Los poe | 02 oan xara me: 7 oa | oa [oa] oa | 06 aa Praosophy Han 0 w= [ozo | oe [oe 728 Peyeeegy HL a Ter oe | oe a Psychology SL: oO pea oe pa | os rE | Social and cultural anthropology HL: 0 oa faa} oe os rE Sel and cute antroploy St 0 os [os [oa [os | 02 = peer, ta [os pos [oa | oa 7 usneesmanegement o oa [os [os [oa [or rE ITGS HL and SL: o os] os [oe [oo [os 00 Wert gone D mnen Ser nal mR Assessment criteria: Economics only a 8 c Total eee a2 ala Sala SF ales So! 045) 3 Commentaries (C1/C2/C3) Moderator (economics) | Senior moderator (economics) Please note: If group work hes been undertaken pl Include a separate sheet to send with the internal assessment sample indicating the nature and extent of teacher direction and the proportion of group and individual workBusiness & Management Internal Assessment May 2016 Research Proposal 446 WordsResearch Proposal: Research Question: To what extent and how are the employees motivated in TO-4 Assembly at the MINI Plant Oxford? Rationale: ‘The MINI Plant Oxford is part of the BMW Group producing the majority of Minis with around 4000 employees. The department of TO-4, the Assembly, is responsible for physically building the car, employing near 900 people per shift, three shifts a day. ‘The management at the MINI Plant Oxford always wants to improve the level of auality of the cars when being built. To investigate this target, | would like to implement a research on the motivation of the employees at TO-4 through a sample comparing to studied motivation theories. Theoretical Framework: The concentration of this research is to find out how and how much employees are motivated in the Assembly. This research will help the Mini Plant Oxford to eliminate more mistakes that may happen while assembling and therefore decrease their number of lower quality cars during manufacturing. Key areas of syllabus: + 2.4 Motivation: - Taylor * Theory of scientific management - Maslow * Hierarchy of needs ~ Herzberg * The two factor (mn Methodology: Primary Research: * Interview general managers in order to find out about the present conditions, views ‘and opinions on motivation * Conduct a survey with 100 production line employees, TO-4, to find out about their views and their motivation towards their jobSecondary Researc! * Alignment with the VPS (process, methods and standardisation) department, to ‘out about on-going quality/ motivation campaigns * Use the BMW intranet and the internet to find out about motivation methods used in the Plant + Use of the Business & Management school text book Difficulties and Solutions: Anticipated Difficulties Possible solutions ‘The managers' views in the interviews / survey answers might be biased and the given information could be inaccurate Interview at least 15 managers if possible / compare and contrast survey results to get a broad variety of information and as litle bias as possible ‘Access to some data might be confidential and therefore limited Refer to official website information if possible Information found online might be inaccurate ‘or wrong Use a range of websites to be able to ‘compare and contrast information May not get back 100 surveys when handing them out Hand out more than 100 surveysAction Plan Activity March| Aprit | May | June | July | Augu | Septe | Octob| Nove | Dece st | mber | er | mber | mber Choose a company Find a topic and research question Write research proposal ‘Submit research Proposal Write an troduction Write and finalise questionnaire Prepa questions for interviews. Submit questionnaire | and interview questions Research at Mini Interviews with managers Analyse and | evaluate results of research | Prepare first draft Write conclusions. and recommendati ons Improve draft Prepare final draft ‘Complete the project 446 WordsMINI PLANT OXFORD To what extent and how are the employees motivated in TO-4 Assembly at the MINI Plant Oxford? 1 BUSINESS & MANAGEMENT INTERNAL ASSESSMENT MAY 2016 1904 WordsTable of contents: Executive summary..... Introduction... Research Question.. Rationale. Methodology employed Main results and findings & analysis and discussion... Conclusion and Recommendations.. Bibliography Appendix 4. Appendix 2. 124Executive summary: The Assembly at the MINI Plant Oxtord, main manufacturer of the MINI cars, currently employs 2700 people working in a three-shift system. As there is anew ‘model in production, the motivation hasn't always been the best, To resolve this issue the question “To what extent and how are the employees motivated in TO-4 Assembly at the MINI Plant Oxford?” was asked. A survey was given out to a number of employees in order to find out about their views on their motivation in terms of Maslow, Herzberg and Taylor. ‘The overall level of motivation was good, the lower levels of needs fulfilled with employees striving for the higher levels of needs, with a bigger overall pull towards the motivators rather than the hygiene factors and money still played an important role when searching for motivation. Though, the main demotivating factor seemed to be issues with communication between departments. This has led to the recommendation of implementing regular meetings to uphold a level of communication for any issues or problems that might occur. 175 WordsIntroduction: BMW, Bayerische Motoren Werke, is @ multinational company that was established first at the beginning of the 20th century, in 1916, in Munich, Bavaria, Germany. Criginally they developed plane engines but now they have moved on to building their own cars and motorbikes. BMW does also own MINI and is also in close collaboration with ROLLS ROYCE. BMW has got many plants all over the world producing the various models of cars they develop. BMW Is one of the most best selling luxury carmakers in the world.” The MINI Plant Oxford currently employs around 4000 associates”, producing over 900 MINIs per day, 5 days a week.° The Assembly operates in a three-shrift system with around 900 line-employees per shift. The rest of the week the MINI Plant does maintenance work and is checking over all its processes. Research question: To what extent and how are the employees motivated in TO-4 Assembly at the MINI Plant Oxford? Rationale: ‘The research focuses on how the work force operating on the production line, TO-4 Assembly, is motivated. This research will help the Mini Plant Oxford to get data for further improvements on employee's motivation and possible problem solving of communication issues. Methodology employed: Primary research: + Conducted 77 surveys with line employees and associates + Interviewed eight managers to find out about motivation and the current quality standards + Observed associates working on the production line to get an idea of the level ot motvation and possible dishonesty in survey responses ‘Secondary research: + Used the VPS (Value added production system) departments web page of the intranet of BMW / MINI to see current continuous improvement program + Used the intemet to get more information from the MINI website about MINI's motivation system + Used the Business and Management book for the theories imitations of the research: + There wasn't enough time to conduct anticipated 100 surveys * Associates weren't always motivated to conduct the survey + Some questions have been left blank 4 information obtained from the BMW Wikipedia page (06.09.15) https://en.wikipedia.org/wiki/BMW 2 An associate isthe term for an employee 3 Information obtained from the BNW Webpage (06.09.15) https://wwwbmwco.k/en_GB footer /publications links aboutus.html+ Managers didn’t always have time to do interviews + Managers views in the interviews might be biased ‘+ Not enough time to do interviews with 15 managers * Could only go to the company in the last three weeks of the holidays as the new model of the club man just got introduced for production * High level of stress at the MINI Plant due to the launch of the new club man + Was only allowed to access the day shift due to the health and safety regulations of BMW / MINI and lack of supervision during evening / night shifts + Had problems evaluating surveys due to unreadable words / bad handwriting + ABMW survey had just been distributed a couple of weeks beforehand and lead to more people not wanting to contribute another one + Consideration of political correct statements against process and people (confidentiality) Despite these many drawbacks the research was still carried out successfully and with great attendance as the workers were stil “motivated” enough to conduct the survey in their free time. Theories: The first Theory | am going to use is Maslow's Hierarchy of Needs. It is divided into the lower levels of needs which consist out of the first three levels and the higher levels of needs which are the top two levels shown. This theory consists out of these levels that motivate an individual or a group, meaning that if one is fulfilled it no longer motivates, though the lower levels are required to be fulfilled to be able to reach the higher levels of needs. Maslow’s Hierarchy of needs* bttps://upload.wikimedia.org/wikipedia/commons/thumb/3/33/MaslowsHierarchyOMMeeds svs/2000px- ‘MaslowsHlierarchyOfNeedssvg.png (last accessed 26.10.15)‘The second theory | am going to use is Herzberg’s Motivator Hygiene Theory. This theory states that there are certain factors at the workplace that lead to job satisfaction, the motivator factors, and other factors that cause job dissatisfaction, the hygiene factors. This theory distinguishes between the two and ideally works if both factors are in balance. Herzberg’s Motivator-Hygiene Theory Duta Job Dissatisfaction Pay Meaningful Work Status Challenging Work Security Recognition for Accomplishments Working Conditions Fealing of Achievement Fringe Benefits Increased Responsibility Policies & Admin Practices Opportunites for Growth Interpersonal Relationships “Te Job itself Herzberg's Motivator — Hygiene Theory* Based on these two theories | wrote my survey accordingly to see whether these really motivate employees at the production line. Reflective thinking: used random sampling, choosing the participants of my survey according to who had some time to spare or handing them out in the break. The sampling does contain some error, as the sample size Is far too small to be considered representative with only 77 responses from 2700 associates. 5 hatp://alidade-mer.com/wp-content/uploads/201-4/02/Motivator-Hygiene.png (last accessed 28.10.15) 10Main results and findings & analysis and discussion: Ihave combined the Findings and Analysis for both Maslow’s and Herzberg's theory as it is easier to analyze together rather than doing so separately. Lower Levels of needs: Overall Responses to question 1 Fulfillment of the Physiological needs - See Appendix 1 a.zag, 115% "strongly agree Magree "disagree = strongly disagree The overall majority of the line employees / associates questioned agree and even strongly agreed to having fulfilled their physiological needs such as having enough breaks or their work place being in a good condition. According to Maslow’s hierarchy of needs, this is the first stage of the lower levels of needs, the physiological needs, which motivate a person. However when a need in the hierarchy is fulfilled this no longer motivates a person.° This means that for the line employees the first level of needs is fulfilled. AAs this also suggests, comparing these responses to Herzberg's’ theory’, the hygiene factors need to be met in order for the employees to be motivated, which is also the case, given the very positive response to this question, in order to prevent dissatisfaction at the workplace. 6 Paul Hoang Business Management 3rd Edition (2014), Page 174 Maslow 7 Paul Hoang Business Management 3rd Edition (2014), Page 176 Herzberg, 1Responses to question 1 ‘Sub question: "I feel like I am being paid enough for the job I do" 3.90% «strongly agree gree «disagree « strongly disagree In reference to Taylor and his theory of being solely motivated by money®, over 80%. agree with the statement that they are being paid enough for their job. This shows that the BMW / MINI cares for its employees and their welfare. While itis good for the business that the majority of respondents agree with this statement, they might have been too honest because money is a very important asset in our lives. However some responses of the survey were that there are issues with the machinery and tool malfunction.® This means that not necessarily the people are to blame as this could really be just a technical issue. However what could also be is that the line workers do not spend enough time to maintain the equipment sustainably. Responses to Question 6 Are you satisfied with your overall job security? 130% 10.39% “strongly disagree S disagree “agree & strongly agree When asked about their job security, the second lower level of needs of Maslow’s, hierarchy of needs, over 88% agreed that they are satisfied with their overall job security. This is one important factor that adds to he motivation as well as the work ® paul Hoang Business Management 3rd Edition (2014), Page 173 Taylor ge 173 Tayl 9 See Appendix 1 12ethics in a world that has less and less job security, This again shows that BMW / MINI is doing their best at keeping their employees. — Responses to Question 10 Do you agree to having fulfilled your social needs? 5s7%—_0.74% strongly agree agree “disagree strongly disagree This Is also linked to the question 10 in which over 93% of the participants agree or even strongly agree to have a good relationship to their supervisor as well the supervisor showing interest in their work and being the right person for the job they do. This means that the social needs, part of the lower level of needs in Maslow’s hierarchy of needs"® is also fuffilled. 30 paul Hoang Business Management 3rd Edition (2014), Page 174 Maslow 13need Responses to Question 11 ‘To what extent do you feel motivated by Achievements, Recognition, Status and Prestige? 0.65% 779% q large extent some extent Sno extent ANA As the most popular choice seemed to be to some extent and a large extent, this shows that the esteem needs do play some if not a big part in the worker's lives such as recognition or achievements. This concludes that the workers would like to be rewarded for the work they do. This chart is a good representation that although these associates do more physical work, they would stil ike to be rewarded the same as everybody else. Responses to Question 13 Do you feel self-actualised? See Appendix 1. 2.16% — 1.73% strongly agree agree = disagree 4 strongly disagree N/A ‘Some people answered to the question about self-actualization that they have reached their potential. According to Maslow this is the most difficult thing to achieve and there are very few people that have managed, as after completing this there is no more motivation’'. One could argue that the workers are not given enough challenging tasks and merely think they have reached their full potential. On the other hand these workers do a repetitive job day by day, which could lead to boredom. Another possibilty for that positive answer could be that the question was misunderstood. +4 Paul Hoang Business Management 3rd Edition (2014), Page 174 Maslow 14ualitative data: Most people did not have many recommendations or comments, leaving questions 4, 9, 12, 14 and 17 blank."® However some of the comments link to being motivated by money as some popular comments where as follows: “More money”, “more bonuses”. This links back to Taylor's theory of people being motivated by money"? could mean that the employees stil feel like money is a very important factor although not the only one that dictates their job. ‘As some people have left the last 5 questions of the survey about the interdepart mental relationship blank this suggests that there is a communication gap, meaning there should be an improvement of communication in regards to the other departments. Though communication issues might be a problem, this could also suggest that the departments themselves solve problems and help one other internally before going to a different department. As some of the managers explained, if there is a problem, the team tries to take care of it before going to a different department.'* Communication issues can weaken the motivation of ‘employees drastically, especially if re-occurring issues persist. Though, general attitude towards teamwork seems to be very good and some responses to these suggestion questions" have been such as “learning from one another’ or "Yes, there is always something to learn from others plus you can ‘combine good ideas to make great one” suggests that working in a team brings up the spirit as well as the motivation to create a good product. ¥2 See Appendix 1 33 paul Hoang Business Management 3rd Edition (2014), Page 173 Taylor 19 See Appendix 2 45 Seo Appendix 1 15Conclusion and Recommendations: The overall motivation of the line employees seems to be good, with the lower levels, of need fulfilled and employees striving for the higher levels of needs. Regardless, money is still a big motivator for many associates, giving them something to be motivated by. Herzberg's theory shows that the motivating factors have a bigger pull than the hygiene factors, which means that there are a lot of complaints. The one big issue that concludes from the survey's qualitative answers is that there is a lack of ‘communication between departments that concems a lot of associates and is therefore a demotivating factor. Thus, despite these drawbacks, the employees at the Assembly are motivated to a fairly large extent. ‘Some recommendations: ‘+ Improve the communication between the various departments to get more higher motivated employees through the implementation of regular meetings of possible issues and problems * Give a bigger bonus to show employees that their hard work pays out which can be achieved by giving less dividends to the share holders annually Eurther research: + Conduct a study with a much larger sample size, ideally over 50% + Do more extensive research on motivation of employees, using a variety of theories + Extend research to other departments to see how the motivation levels compare 1904 Words 16Bibliography: Paul Hoang Business Management 3rd Edition (2014) http: /alidade-mer.com /wp-content/uploads/2014/02,/Motivator-Hygiene-png (last accessed 28.10.15) butps:/fupload.wikimedia.org/wikipedis/commons /thumb/3/'33/MaslowsHllerarchyOtNeeds.svg, /2000px-MaslowsHierarchyOtNeeds.svg.png (last accessed 28.10.15) butps://www-bmwco.uk/en_GB footer /publications-inks/aboutus.html (last accessed 06.09.15) butpsi//en.wikipedia.org/wiki/BMW (last accessed 06.09.15) bap few wroduction-triangle.com (last accessed 09.12.15) 17Appendix 1 - Survey for line employees: Maslow - Lower level of needs / Herzberg - Hygiene factors Thank you for participating in my survey. It is for my Business & Management Internal Assessment. lll answers are strictly confidential and will only be used as part of my school project and neither will any answers be published. The purpose of this survey is to find out about the motivation in the work groups. 181. Please rate the following statements (Physiological needs): ‘Strongly agree Aaree isogroe Srongly ceeoros Yoo! tivated at my 6 6 4 a bob. 1 my ob challenging. S o. o ° Yee imporantt my 6 a S . poo. Yoo comfortable at my 7 ° s ig wok place ‘have athe novessery ‘equipment to do my job. eS 2 o ° oo ke have hod enough raining oo my ° ° ° ° po eel comfort takng tout my concerns ° ° co) ° tomy supervisor. | contbute to eting the maximum out of my. fe} fe) fe} oO job. My ideas become te ° ° co) ° ink that meet he ‘expectations ofthe TO-4 J TO-5 department when . 9 o ° doing my job. Yee comfortable at my ee ° ° ° ° get enough bresksin- between my sits / ° ° ° ° ° Oo oO ° ° ° ° ° eel ike am being pois ‘enough for the job | do. 3 S o cc |am sated wth ry employee benefits ° ° oO Oo ed proud of working for BMW J MINI, 2 e c. 0 192. What do you like most about your job place and why? 3, What do you dislike most about your job place and why? 4, Are there any recommendations that you might have concerning your work / job place? 5. Ina typical week, how often do you feel stressed at work? O idays © Very often © sometimes © notatat 6. Are you satisfied with your overall job security? (Securily needs) © ‘Seong Disagree disagree © Ao00 © sronaly Aer 7. What is the absence level lke in your team? 8. Are you happy with your work routines? © Yes © No 9. Are there any suggestions you might give? 20410. Do you agree withthe following statements? (Social needs) Strongly agree Agree Disagree ‘Strongly disagree My supervisor and | hhave @ good working ° ° ° ° relationship, My Manager has time ae ° ° ° o {can approach my Manager at any time ° ° ° ° (open door poy). My Managers Interested i the work ° ° ° ° oo, "get rogula feedback con he work do. a ° ° ° ‘My colleagues and | ‘have a good working ° ° ° ° relationship. Heel the tam te riht ‘person for the right job. a a ° ia Maslow - Higher level of needs / Herzberg - Motivator 11. To what extend do you feel motivated by these? (Esteem needs) ‘Toa trge extend To.some extend ‘To no extend Achlevements ° ° ° Recognition ° ° ° Status ° ° ° Prestige ° ° ° ‘Other (please specty) 12, Are there any other recommendations that the business might provide you with to be motivated in relation tothe VPS department? 2113, Please rate the following statements (Self-actualisation): ‘Strongly agree Agree: Disagree ‘Strongly disagree {need tobe the best at 3 ° a o sy job. ee tke Ihave reached ° ° rs ° sy potential. Italy on personal poe ° ° ° ° 14. Are there any other factors that motivate you and why? 16. Do any ofthe following statements apply to you? Yes No "have variety in what on my job (408 ° ° enlargement) | get more challenging tanks form tm tote, ° ° [ob ervchment) "nave the power to make decisions, (Job ° ° empowerment) 16. If any of the previous statements have been answered with yes, answer the following: ‘Strongly agree ‘Agree Disagree ‘Stongly disagree | Yoel motivated by Job o io ° } enlargement, Yoo! motivated by o ° ° Gi Jb envichment. foo! metivated by ° ° a ° Job empowerment 17. Are there any recommendations / comments regarding these factors? 18, How do you feel working in group? 2219. Do you enjoy it and why / not? Total Quality Management 20. How good is your relationship with the TO-5 department? O Excotont © cova © Bad None 21. What kind of leadership style does the TO-5 department use and are you happy with it? 22. Are there any processes that you believe are missing? 23. Does the TO-5 department help you through any problems / obstacies in your daily work and if, how? 24, Ifyou don't work to the standard, why not? 25. Do you have any recommendations for the TO-5 department in terms of their methods? 23Appendix 2 — Interview Questions: What is your opinion regarding the motivation and the work ethics on the production line? Do you think you as a manager are doing a good job at coaching and leading? How often you feel it is necessary to meet your team? ‘What motivates you as a leader? ‘What do you do when you have a problem? How good is your relationship with the production line employees? Do you help them solve any problems they might come to you with? What leadership style do you use? How do you get the best performance from employees? What kind of leadership style do you use and is it successful? What are the present conditions concerning quality? Where do you think lies the problem of the quality issues? ‘What do you think you can do in your position to help ensure better quality? 24