POLC In Management Dynamics: Mr. Wayne Young BAE Systems

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Question :

ASSIGNMENT TITLE Group Assignment: Field Study, Manager Interview Report


1. Critically analyse management practices in the Australasian context. 

2. Understand organisational behaviour and management theory.

 3. Critically analyse the underlying values of these theories. 

4. Demonstrate knowledge of management theories and evaluate their impact on practical management decision making in the Australasian context 

5. Develop skills and knowledge with regard to individual and group behaviour in the context of organisations and their environment.


 This semester the subject has been structured around the classical management functions of planning, leading, organising, and controlling. We know from the work of Mintzberg and others that managers seldom have the luxury of structuring their day so that they spend a certain amount of time Leading, a certain amount of their time Planning and so on. A manager’s day is typically busy with short periods of time spent on many different tasks. Often managers are reacting to events taking place both inside and outside of the organisation.

In groups of four students, your task is to interview a manager in order to find out how they typically spend their day, week, month, or year. The next task is to compare the answers you receive and your observations of the managers you interview with the theory outlined in your textbook. This process of comparing information and observations with theory is the basis of much of the academic writing that you will undertake during your time at university. Your comparison should lead you to being able to make informed comments about the role of the manager you interview. By comparing actual management in practice with the theoretical “ideal best practice” described in the textbook and other sources you will be able to see how closely successful managers follow good theory.

Below is a set of questions to for you to use; your interview may be more comprehensive if you wish to prepare extra questions. You can discuss any extra questions you may wish to ask with your tutor. However, a good starting point is to address the themes covered in this subject during the semester. Do not try to ask too many “closed” questions. Closed questions are questions that can (and will) be answered with a “yes” or “no”. 

How do you plan your workday? 

• How far into the future do you plan for your job role? 

• How do you plan for your career, and how far into the future do you plan for it? 

• What is it about your job that makes it difficult to achieve goals, and what makes it easy? 

• How do you motivate your subordinates and how do you maintain your own motivation?

• How do you approach the task of leading others? 

• What things do you look for in a person who leads you? 

• Who do you see as your mentors, and whom do you provide mentoring for? 

• How do you mentor? 

• How do you achieve goals by working with subordinates and fellow managers? 

• How do you deal with conflict in the work groups you manage? • How do you deal with conflict between you and other managers? 

• What ethical issues do you face in your management role and how do you deal with them? 

• How important is it for you to be aware of workplace diversity? 

• Does workplace diversity give your organisation a competitive advantage? If so why (or why not)?

Your final task is to reflect upon and discuss the skills required by your group to complete this assessment task. What skills did you need to plan and prepare for this task, what skills did you need to complete this task and what could you do to improve the outcome in the future? Why would you do things differently? What are the possible problems with your suggestion, and how would you overcome them? Draw upon your group process journals to help you reflect upon how your group worked together. Write a brief section summarising these reflections as part of your report.

Each group will be required to give brief oral feedback on progress (no more than 2 – 3 minutes) in each of the tutorials prior to the submission of the group assignment. All group members must be present for this brief oral progress feedback. The oral progress feedback will focus on detailing the progress made towards completing this assessment task, and outline such topics as: how tasks have been allocated amongst group members; who is being interviewed and any issues related to gaining access to your interviewee/manager; any problems that may be occurring with group members meeting their obligations and completing their group assigned tasks. The feedback on progress should be written up as a reflective “group process journal” (no more than 100 to 200 words) and used in the preparation of your description of team member contributions. These Group Process Journals are to be printed, signed by all group members and handed to your tutor at the time you give your progress feedback. (See below following the description of the assessment task).

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Executive Summary

This report sheds light on the essential of management functions. It categorically emphasis on the four key aspects of management including planning, organising, leadership and controlling controlling. A pragmatic and proactive management can be a game changer for an organisation. The managers is the person to whom the rest of the employees look upto. The purpose of this report is to provide an insight into the understanding of the responsibility of POLC in management dynamics. In recent years post globalisation there has been a holistic revolution in the global commercial sector. Every organisation  is looking at broader perspective by deploying aspects and dynamic workforce. The management acts as catalyst in initiating a global perspective of the bands. This report studies the management functions and its credibility in terms of Australian commercial sphere. To furnish the report with authentic information n derivatives an Australian organisation had to be chosen. The Australian organisation chosen for this report is BAE systems with its headquarters in Edinburgh Parks. This organisation provides defence services to the Australian defence sector and thereby has to be highly efficient. Since this report is based on a manager's interview and his idea about the POLC program therefore Mr. Wayne Young, the HR manager of BAE sustems has been taken into consideration. A set of Questionanare had been crafted to interview Mr. Young. Based on his statements and assertions it has been derived that POLC plays an important part of any management program including HR management. An HR manager is not just a mere manager but a role model in mentoring the employees of the organisations. He  acts as guide who leads the path towards cooperative organisational efforts and also acts as a liaison between the hierarchy and subordinates. 
1. Introduction

This report provides a synopsis of the concept of management and organisational behavior in an organisation. A congenial management system and conducive organisation atmosphere is of utmost importance in an organisation . Every organization has its own set of protocols and regulations that are to be essentially followed by the management as well as as the subordinate staff. The management section of an organisation plays a key role in leveraging a robust and effective workforce . This report is draftec with the objective of elucidating the key factor of management and organisational behavior by drawing reference to the four major management function namely planning, organizing, leadership and controlling. These factors together contribute to the crux of the management spectrum. The management of an organization is necessary administered by the managers. These managers are responsible for operating the business functions and applying the necessity decision and amendment to have a congruent running for the company. However there has been issue stating that the managers hardly have time to follow the four major elements of POLC due to which they might as well face challenges and insurgencies which may become difficult to control. This report is prepared with the dedication to analyse and evaluate on the causes behind a managers; failure to abide by the POLC rule sometimes and to seek ways in which they cope with situation with prompt response. To furnish the case study the organisation chosen is BAE systems located in Australia. It is essentially a defense service oriented organisation and possesses a significant importance in regards to the Australian commercial sector. The HR manager Mr. Wayne Young has been interviewed for this assignment to gather authentic information about his regular managers at work and his way of importing the POLC program.


The basis steps of management program includes the four lemonade component of POLC which means planning, organisation, leadership and controlling. The primary or very first step towards an effective management administration is planning. This function of planning and its importance in the organisation level shall be discussed in detail below.

2. Planning

2.1 Theory

A very basic definition of planning would be to draft an agenda about the future course of action to be taken by the management. An inability to formulate a planning for any action intends to cause damage or deters the deliverance of the required task. It is a systemized approach towards a planned course of action which provides a directive to the employees and workforce to move ahead towards organisation objective (Loucks and Van Beek, 2017). The theory of planning intrinsically refers to the decision and delegation of tasks to be performed by a set of employees in the upcoming days operating on a particular project. In case a  plan is doing it means the work is half done. Without proper planning ait becomes very difficult for the management as well as the staff to advocate their tasks. While fixing improper plan the planner needs spit take into account the current requirements  , resources and  the properties in to consideration. BAE system is one of the largest and key defensive players in Australia (Mason,  2015). It is well known brand in providing several defense products to the Australian defence force. It provides an arsenal of Fast Jet support, Military Flight Training, Autonomous Systems, Guided Weapons and Communications, Command & Support. Hence it is paramount to delegate skilled workforce and planned schedule s to carry out such important and delicate tasks (Haines,  2016). The HR manager Mr. Wayne Young has been in the responsibility of conducting the organisational development for this organisation. He needs to be highly experienced and planned in order to carry out his functions in this regard.

2.2 Findings

The research was conducted a questionnaire survey on Mr. Young reading his planting schedule based on few questions (refer to Appendix 1). According to Mr. Young planning is of utmost importance in regards to HR role and responsibilities. He stated that he needs to be to his toes all the time to act according to the plans formulated by him. He makes sure that he gets his team working and be active on the functioning part. According to him it is his responsibility make the most use of his company resourcing the form of workforce and keep motivating his employees. He has to sustain a rhetorical personality and chalk out the necessary actions to be carried on by his team members. As an HR manager she needs to conduct team meetings and huddle to discuss and motivate the team to put endless efforts in meeting he organisational objectives.

2.3 Analysis

In refernce to the findings it can be construed that an HR manager plays a key role in utilziing the resources of his orghnaistaion to execute the right amoubt of effort. He being the captain of the humanb resources needs to check out and judge the innate talents and poll the into resources. Soimeitms it often happens that an HR might as well run short of time in executing the primary plans in that case he can alwyas go for plan b . Considering Mr. Young, welll being teh head of HR team of BAE system he needs to be proactive and prompt in his actions. In case of any kind of plan failure or incompletion he needs to figure out secondary plans to get the task accomplished. He is best judge to finalise the cousre of action  and make sure that his steam is following the instructions as given by him (Pressey et al. 2015). BAE system is one of the most imperative and priceless organization on Australia and the services they provide are delicate and needs effective supervisors. Being the HR manager of this organisation Mr. Young needs to be knowledgeable enough to deeply the right candidate for the task and also keep up the accelaration moving. On asking about how he plans his day it has been cited by him that he finishes his task on a daily basis and tries not keep anything pending fort the next day. Prior to closing the days he chalks ouit plan for the next day in his laptop based on its priorities. 


3. Organising

3.1 Theory

Organizing is the next element in the four components of management.  An effective planning is followed by an effective organization. It is process of synthesising and homogenising the physical and material sources of an organisation. The employees and the physical resources come to terms in this process. Financial resources also play an important part in this program of organisation. The organising function is performed by manager immediately after the planning is done. He makes sure that the necessary resources are being used to exercise the organisation propaganda  and that the project is accomplished within due time. An organising function by a managers start with the recognition of activities (Ittner and Michels, 2017). The manager need not recognize the necessary activities that need to be performed and delivered and what is the time frame allotted for it. After the identification  process he needs to check out the availability of the resources that serves important to accomplish the task. The manager needs to segregate the task and in case there is any kind of intervention required from other departments than he needs to make sure that both the departments and their respective employees are being cooperative and congenial towards the accomplishment of the task (Dicks et al. 2014).

3.2 Findings

Planning plays an important part of an HR managers managerial functions. Being the HR manager he is the connecting link between the employees and the hierarchy. Any kind of issue or challenge the employees have tendency to report to the HR manager. On asking Mr. Young as to how he tackles the complaints form employees (refer to Appendix 1). He gave a very assertive and firm answer. According to him the term HR is self means managing human resources which is perhaps t7eh most difficult talks of all. Managing a human being is far more complicated than  operating machines. There is no knowledge book in this world that has been able to read or depict the minds of human beings. There are only few perspectives and theories. Hence the task of an HR manager is of difficulty where he has to tackle the issue and complaint form employees. He further stated that he has to proactive and neutral while addressing employee problem and needs to find out a win-win method so that the task does not get hampered neither the hierarchy gets irate. 

3.3 Analysis

Concluding form the survey made it is clear than an HR manager is a key to building conducive work environment in an organisation . Discussing the BAE system in Australia the HR department is headed by the Mr. Wayne Young . he has been an effective hr manager for the organisation since the past so many years.he has aptly applied his skills and experience in implementing a congenial work environment among the employees. He not only plan the courses of action beforehand but also allocates them to the right employee in the right time. He has play a pivotal role in paving the way for the organisation to reach top greater heights. There has been issue wherein there were conflicts and disputes among the personnel however he managed to overcome the situation with his apt use of wisdom and proactive approach. Due the to the tenderness and gravity of the service that BAE systems provide it is important to have a harmonious work ambience. Mr. Young had planned his activities in such a way so be a patient listener to the issues, identifying them and addressing them with professional outlook. He effectively conducted meetings and ground discussions to learnt about the issue and have an insight into the employee feedback about the current company status. In congruence with them he has  found out new ways to fortify robust organizing decisions to avoid future such glitches. 

4. Leading

4.1 Theory

Leadership is a cornerstone of management theory nad practice. It endorses  huge impact on the management function of a company. Often indviuduals make mistake in understanding the differnce between the hierarchy and the managers. To have a relevant idea about the leadership aspect it is important  to understand the differnce between leadership and management. A leaders is more than  a manger. He is the person who leads an organisation of a group of individiuals ot the right direction. Leadership is  fundamental component of management as it ensures ot build a robust and efficient work environment  by applying the leadership tactics  and skills (Behjati, 2015). It can e labelled as the ability to motivate and guide the employees or subordinates to accomplish a particular task and together contribute to the bettermint of the organisation. A leader must have the competence and potential to turn unused resources into useful ones. He acts a catalyst in introducing an effective work atmosphere and energising the employee force to work harder. A manager must thereby have the qualities and attributes of a leader in making utmost use of resources and convert the work place into constructive arena time and again. The HR manager is no less than a leader (Siva et al. 2018). He not only manages the functions of his team  but also needs to supervise and scrutinize on the actual functionings of the company.

4.2 Findings

Mentoring a team and its members are a key function of a manager. A manager takes the leadership stance in mentoring and guiding people in his organization and department.  On asking Mr. Young as to how he mentors his team , he effortlessly stated that mentoring is an important task in his work schedule (refer to Appendix 1). Since he deals with the human resources hence it is important for him to take of their motivation and enthusiasm to work towards building a better tomorrow for the company. He conduct personal meeting and event group discussions to read the minds of his subordinates and accordingly mentors or guide them in the aspect where they are lacking. He is himself is being mentored by the hierarchy especially the CEO and chairman to conduct his responsibilities duly. He does the same thing with his team members by arranging discussions and personal meetings to gauge his team members as where they are exactly positioned.

4.3 Analysis

The above findings cultivate the necessity of leadership in Human Resource program. It plays an elementary role in inculcating an effective management matrix. Once the planning is done by the manager it needs to be organised and put into effect. It is the HR manager's responsibility to screen whether the directives and plannings are put into effect potentially or not. An Hr manager is an epitome of motivation and encouragement. He needs to map the motivational aspect and enthusiasm of his team members in order or see whether the work allotted is doe competently or not. As it is illustrated in the findings that the HR manager taken into consideration for this case study cultivates the mindset of the team and accordingly puts efforts to keep them charged and motivated all the time so that they can achieve the organisational goals and evne be ready for contingency situations. He further admitted that he conduct personal meetings and group discussions to comprehend the employee motivation effort and places the motivational programs through appraisals, grievance redressals, career growth and sound and safe workplace. It is indeed a challenging task for the manager as he needs to first understand the needs of the employees properly and then address them.

5. Controlling

5.1 Theory

Controlling means taking charge of the action plan to check where it has been [properly initiated and administered or not. It ensures an effective and competent use of the organisational resources including human, physical and financial. Without the invigilation of a controller it becomes difficult for task to be completed. A controller must have the capability of guaranteeing insurgency remedies in case of any unprecedented attack on the smooth turning of an organisation (Nuottila et al. 2017). BAE systems is an organisation that deals with the defence services in Australia. Hence this organisations caters to one of the most delicate and sensitive issue as per the Australian context in concerned. Therefore the managers need to be savvy and proactive in prosecuting a robust workforce to achieve the targets in due time. The HR managers is greatly responsible for acquiring the right kind of professionals and delegating them with the task (Vanhoudt et al. 2015).

5.2 Findings

Mr. Wayne Young had been answering all the necessary questions being asked to him including his skills in leveraging the POLC factor of management. He has already started his modus operandi in executing the planning , organizing and leadership function for his organization. He has answers to questions like how he manages the conflicts and disputes reported to him , how he monitors or motivates his team , the way he acts as the leader for his subordinates. To understand the controlling aspect the question asked of him was how he achieve goals by working with the subordinates and other peers. He stated that BAE system is an organization that believe sin employee togetherness and corporate responsibility. Hence being the HR manager he needs take the sole charge of his own task and there by coordinate th fellow colleagues in accomplishing a task. He first understand his own job properly and the effectively communicate with his peers using communication tools in both verbal and written ways and manages to finish the task in time. 

5.3 Analysis

Controlling basically refers to the administration of activities in accordance with the plans that has been drafted. This is the last component in the POLC program . Once the controlling is done effectively it means that the management task is more or less complete. Controlling leads to results and feedback . Taking into consideration of the interview with Mr. Young it can be concluded that once he finished his task of Planning, organizing and leadership , the controlling part comes which  eventually initiates feedback and results. Based on these feedbacks the next course of action can be measured. As an hr manager after the tasks and assignment have been delegated  to the personnel and employees he needs to check whether the task i actually furnished or not and why feedback it brings along. It might provide a positive feedback or a criticism. The criticism should be taken as a learning phase and based on that the next course of action to be formulated. It often involves performance appraisals, scrutiny of track records and even audit programs. 


The above findings in this report highlights key functions of management in an organisation including the POLC program of planning , organisational , leadership and controlling. According to the repost these four aspects play a vital role in accessing an effective management program. It is an innate intrusion in regards to nay organisational dynamics (Răducan and Răducan, 2014). The study has been made in the backdrop of the Australian commercial sector. The organization chosen for the case study ius BAE systems and an interview has been conducted on their HR manager Mr. Wayne Young. Few questions had been asked to him in reference to the four basic components of POLC. BAsed on his answer and statements the analysis has been drawn. This analysis effectively states that a manager acts as a torchbearer of a task that needs to be accomplished and how he utilizes the concept of POLC in executing his own tasks. 

Appendix 1 Interview Questions and Responses

Questions and answers

Q) How do you plan your workday?

I usually plan my tasks on a regular basis. I believe in no-frills effort and try and accomplish my task on daily basis. Once I am done with my tasks for  a day I make it sure I prepare a rubric of my tasks to be scheduled for the next day. However I have secondary and ancillary plans to cope up in times of unforecasted situation and emergencies. 

Q2) What is it about your job that makes it difficult to achieve goals, and what makes it easy

Well I am a systematic planner nad I have been following a systematic way of work. I have had several challenges while performing my tasks. There had been situation where it wit was tough for me to counter the situational turmoils but I prefer to keep my cool. This attitude of never losing and keep on trying attitude has helped me to accomplish my tasks.

Q3) How do you motivate your subordinates and how do you maintain your own motivation?

As an HR manager I have to be motivated all the time because there are numerous employees who work under me. In case of any kind of issues or problem they come to me for help. I have to deal with humans and not machines, and humans are blessed with emotions. Therefore I find my job difficult at the same time challenging. However I try na conduct group discussions and personal meetings to understand the employee needs. Performance appraisals and rewards and recognitions are a key part of my job role.

Q4)  How do you mentor?

Mentoring is a vital part of my job. I have to deal with as many employees at go. I needs to make sure that the employees are motivated enough to perform. I take care of their employee specific requirement and thereby try and guide them in a way to initiate betterment for the company.

Q5) How do you achieve goals by working with subordinates and fellow managers?

My company serves one of the most sensitive and delicate services. We all need to work in congruence to leverage a sound performance. I have to be in balance with my peers who belong to other departments in order to encourage employee cooperation and harmonious work ambience. The organisational objective see clearly mentioned to us which we need to achieve by joining hands with each. I try and communicate effectively with my colleagues. This effective communication helps me a lot in exercising a competent performance.

Q6)  How do you deal with conflict in the work groups you manage?

In big organizations like ours intenal conflicts are obvious as employees come from different backgrounds and find it initially difficult to adjust. However being the HR manager I need to serve as the link between the upstream management and the subordinates. In case of conflict I first try and recognise the cause of the problems and them address it with promptness.

Appendix 3 Reflection on Group Skills

This report has been accomplished within the stipulated with the help of effective methodology. Te topic requested the needs for an interview of a manager of an organisation. The HR manager Mr. Wayne Young of BAE systems, Australia had been interviewed to perapore the reopt. A lot of time had been used in preparing the questionnaire for Mr. Young. Delicate and meticulous efforts had to be undertaken to prepare the questions and conduct t7eh interview. It was difficult to get Mr. Young available for the interview. Hover it was managed. The time for the interview was very. While operating this report it was obvious that the communication skills of the researcher was bound to enhance. An interview with one of the noteworthy business professionals of Australia undoubtedly honed the communication skills and enhanced the personality traits in the researcher.