GMGT 5173 Organisational Behaviour Final Assessment 2026 | UniRazak

GMGT 5173 Final Assessment

Instructions To Candidates

1. Please answer ALL Questions in SECTION A and SECTION B.
2. Type your answers in Times New Roman Font 12 with 1.5 Spacing.
3. Submit the answer’s soft copy through the course’s UROX platform.
4. The similarity index should be less than 20%.
5. You are required to submit the final assessment on time. Any reason for late submission will not be entertained.

Plagiarism / Originality of the Contribution

(Excerpt from Item 17.0, Unirazak Academic Regulations for Postgraduate Programmes)

• Plagiarism refers to the unauthorized use or close imitation of the language and thoughts of another author without acknowledgment, and to represent it as one’s own original work in fulfilling an academic requirement such as in assignments, dissertations, and thesis.
• This also includes any usage of AI tools such as ChatGPT or any similar tools.
• A Student who committed plagiarism will be penalized based upon a decision made by the Faculty Academic Committee.
• Details of the prohibition against plagiarism can be referred to the Unirazak Student Regulations Book.

Examination Misconduct

(Excerpt from Item 21.4.2, Unirazak Academic Regulations for Postgraduate Programmes)

1) A student who has committed misconduct or academic wrongdoing can be charged with Academic misconduct according to the University and College University Act, 1971, Regulations of the University (Students Disciplinary).

a) Giving, receiving, or possessing notes or some other materials in various forms relevant to the course during the examination inside and outside of the exam hall

2) If the student is found guilty of misconduct by the Faculty Academic Committee and pending the approval of the Senate, the student can be penalized as follows:

a) Receive a ZERO (0) mark for the examination

OR

b) Receive a ZERO (0) mark for the course

OR

c) Receive a ZERO (0) mark for all registered courses for the semester

OR

d) Suspended from study for a duration specified by the Senate.

3) Students who are caught breaching the Examination Rules and Regulations will be charged with Academic Dishonesty. If found guilty of the offence, the maximum penalty is expulsion from the University.

Final Assessment Questions

Section A (50 marks)

Question 1 and Question 2 are based from the case study below.  Answer ALL questions.

Team Dynamics in DNV Maritime and NovaWave Tech

DNV Maritime, a global company specializing in risk management and maritime software, launched an internal innovation initiative to foster creativity and agility. Employees were encouraged to form internal start-ups, consisting of small, cross-functional teams tasked with developing new digital solutions within the larger corporate framework. Each team was composed of individuals from different departments, including engineering, design, marketing, and operations. Although these teams were given some autonomy, they still had to comply with corporate policies, reporting lines, and budget controls. To support these innovation teams, DNV introduced a “guild” system—a community of practice where employees from various internal start-ups could share knowledge, seek advice, and discuss challenges.

In the beginning, the internal start-ups functioned more like groups rather than teams. Members worked independently on their areas of expertise, and coordination was limited. However, as the guild system encouraged collaboration and shared learning, the teams began to establish stronger relationships and mutual trust. Gradually, they developed clearer communication patterns, defined roles, and a sense of shared purpose. The guilds also played a vital role in conflict resolution, providing a neutral space for discussion and promoting a culture of openness and continuous learning. Over time, these internal start-ups became cohesive teams with strong interdependence and accountability. Although tensions occasionally arose between the need for flexibility and the corporation’s bureaucratic controls, the teams learned to balance creativity with compliance, evolving into high-performing units capable of delivering innovative solutions.

NovaWave Tech, a small fintech start-up founded by six recent graduates, exhibited a very different pattern of team dynamics. From the very beginning, every member wore multiple hats and contributed to various aspects of the business i.e; product development, marketing, customer service, and finance. There were no formal hierarchies or rigid roles. Decisionmaking was quick and often based on group consensus. The close proximity of team members and constant communication fostered strong emotional bonds and trust. Conflicts, when they occurred, were addressed directly and resolved through open discussion. The team thrived on shared energy and commitment, learning by doing and adjusting rapidly to customer feedback. As NovaWave grew, it began facing new challenges in defining roles and maintaining its informal culture. The founding team realized that structure and process would eventually be necessary to sustain collaboration and performance as they expanded. Some members began to experience role ambiguity, as overlapping responsibilities led to confusion about authority, decision-making, and accountability. The founders also noticed emerging tensions between the original members and new hires, as differing expectations and working styles created minor conflicts.

Question 1

Both DNV and NovaWave faced challenges in coordination and communication. Analyze how the presence or absence of formal structure affected their team effectiveness. Support your discussion with relevant theory or literature.

(25 marks)

Question 2

Based on the case study, compare which environment more effectively fostered innovation and psychological safety. Provide justification for your evaluation.

 (25 marks) 

Section B (50 marks)

Question 1

“Leaders today must deal with increasing organizational politics while ensuring employees maintain a work–life balance. Traditional leadership styles and management tools are often insufficient in addressing these dual challenges.”

  Describe the key challenges that leaders face in managing workplace politics and maintaining work–life balance.

Propose TWO (2) innovative tools or strategies and explain how each functions within leadership practice. These tools may be digital, structural, or behavioural in nature.

Support your discussion with relevant facts and statistics from credible literature.

Finally, discuss the expected benefits and potential limitations of each proposed tool.

(50 marks)

Assessment Criteria and Marking Rubric 

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