ICS Learn 5CO01 Task Two – Presentation slides and notes


Task Two- Presentation Pack


Welcome to this presentation

It offers an in-depth background of BMC and CRTKL in Dubai UAE based on relevance best practice in ensuring successful organisation culture and strategic planning



2.1 Theories/Models Examining how humans behave in organisations

Tuckman Theory

As evidenced in Lin and Shih (2018), the Tuckman Theory focus on the way a team handle a specific task from the initial formation of a team through to the completion of the project. The rationale of using this model in evaluating human behaviours is evidenced by the fact that since the projects last for months/years prior their completion, understanding their experiences is instrumental (Pfutzenreuter et al., 2020).

Forming– The human behaviours in forming entail an independent practice and albeit existence of goodwill, they are unaware of each other sufficiently to trust each other (Stroud Stasel, 2019). For example, in BMC organisation, this includes employees spending substantial time to plan, collecting information and bond.

Storming– Human behaviours in this level is characterised by varying ideas competing to ascend and when inappropriately managed contribute to team destruction. For BMC, this phase is characterised by their leadership facilitating the process by appropriate planning.

Norming– According to Team Building (2021), in this phase of the model, the humans are engaged in a set of discussion and setting appropriate strategies for achieving a future best practice. In BMC organisation, this is ensuring a successful communication and all stakeholders involved.

Performing– This is the phase which is identified in MindTools (2021) as performing in their optimum performance. In CRTKL in Dubai UAE for instance, for improving the performance, employees are provided with capacity development opportunities.

Maslow Theory

The rationale of using this theory is informed by Lumen (2021) report which identify human behaviours as being dependent on the scope of fulfilment of various needs. The needs are categorised into;

  • Self-actualisation (inner fulfilment)- Inner fulfilment tend to influence the employees capacity to exercise discretionary behaviours in their job roles.
  • Esteem (self-worth, accomplishment, confidence)- Through capacity development, BMC can create a sense of self-worth to their staff, satisfaction and readiness to progress with their roles.
  • Social (Family, friendship, intimacy and belonging)- Social wellbeing of employees contribute to satisfaction in executing their functions with great efficiency and success.
  • Security (Safety, Employment, Assets)- As evidenced in Ergen et al. (2021), this factor entails ensuring that employees physical survival is assured.
  • Physiological (Food, water, shelter, warmth)- These are critical for survival with failure of meeting them leading to human behaviours being unsuccessful. In BMC, these are essential to solve the current demotivation amongst their employees.


2.1Theories/Models examining how humans behave in organisations

Internal Drivers of change

 Please click the icon below to download this assessment in full for only $10