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Managing Teams and
Individuals
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[ Total Questions: 10]
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Category Breakdown
Category Number of Questions
Different approaches and techniques to manage individuals and teams 4
Organisational dynamics of individuals and teams 4
Leadership approaches in the management of teams and individuals 1
Techniques to influence, persuade and negotiate with stakeholders 1
TOTAL 10
Question #:1 - [Different approaches and techniques to manage individuals and teams]
What is the ‘human relations’ approach to management? (20 points)
See the Explanation for Detailed Answer.
Explanation
The developed in the 1930s and 1940s as a reaction against human relations approach to management
earlier mechanistic approaches such as Taylorism and bureaucracy. It emphasises that employees are not just 
motivated by money and rules, but also by . The approach social needs, relationships, and recognition
highlights the importance of communication, teamwork, leadership style, and employee well-being in 
achieving organisational success.
The foundation of this school came from the (Elton Mayo), which showed that Hawthorne Studies
productivity improved not just because of physical conditions, but because workers felt valued and observed. 
This demonstrated the importance of social factors such as morale, group belonging, and management 
attention.
Key principles of the human relations approach include:
Focus on people rather than just processes– recognising employees as individuals with social and 
emotional needs.
Motivation through recognition and belonging– linking to theories such as Maslow’s hierarchy of 
needs and Herzberg’s motivators.
Leadership style matters– supportive, participative leadership fosters engagement, unlike autocratic 
control.
Team dynamics are critical– informal groups, communication patterns, and cooperation influence 
productivity.
Job satisfaction drives performance– happy, respected employees are more productive and loyal.
Advantagesof the human relations approach include higher employee engagement, improved morale, 
stronger teamwork, and reduced turnover. It recognises employees as assets rather than costs.
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Disadvantagesinclude the risk of overemphasising relationships at the expense of efficiency or results, and 
the possibility of managers manipulating employees through “false concern.” It can also be less effective in 
highly standardised, rule-bound environments where compliance is critical.
In procurement, the human relations approach may be applied by creating strong team cohesion, involving 
staff in decision-making, recognising contributions, and offering development opportunities. For example, 
involving buyers in supplier strategy discussions and giving recognition for successful negotiations can boost 
morale and performance.
In conclusion, the human relations approach recognises that people are motivated by social and psychological 
needs, not just financial incentives. It highlights the importance of communication, leadership, and teamwork 
in driving performance. While it should be balanced with attention to efficiency, it remains highly relevant for 
modern managers in creating motivated and productive teams.
Question #:2 - [Organisational dynamics of individuals and teams]
Q:Describe 5 stages of the lifecycle of a group (25 points).
See the Explanation for Detailed Answer.
Explanation
The lifecycle of a group is often described using . This Tuckman’s Five Stages of Group Development
model explains how groups evolve over time, moving from initial formation to effective performance. The 
five stages are as follows:
1. Forming:
At this stage, the group is coming together for the first time. Members are polite, cautious, and uncertain of 
their roles. There is little conflict, but people look to the leader for guidance. For example, a new procurement 
project team might be established to source a new supplier. At this point, roles are unclear, and members rely 
on the manager to set objectives.
2. Storming:
As individuals begin to assert themselves, conflict often emerges. Differences in working styles, personalities, 
or priorities can lead to tension. In procurement, this might involve disagreements between finance and 
operations about whether to prioritise cost savings or quality. The leader’s role here is to manage conflict and 
keep the team focused on objectives.
3. Norming:
Once conflicts are resolved, the group begins to establish shared norms, values, and ways of working. Roles 
and responsibilities become clearer, and collaboration improves. In a procurement context, the team may 
agree on supplier evaluation criteria and work more cohesively to achieve sourcing outcomes.
4. Performing:
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The group is now fully functional and works effectively towards its goals. Members trust each other, 
communication flows well, and productivity is high. For example, the procurement team may now run 
tendering processes efficiently, negotiate with suppliers, and deliver strong results with minimal supervision.
5. Adjourning (or Mourning):
When the task is complete, the group disbands. This can cause feelings of loss for members who valued the 
team, but it also creates an opportunity to reflect on lessons learned. In procurement, this could involve 
completing a sourcing project, closing supplier contracts, and disbanding the cross-functional team after a 
lessons-learned review.
Conclusion:
The five stages of group development – forming, storming, norming, performing, and adjourning – describe 
how teams evolve over time. Understanding this lifecycle helps managers support their teams at each stage, 
managing conflict in storming, reinforcing collaboration in norming, and maximising results during 
performing. In procurement, applying Tuckman’s model ensures that cross-functional teams move quickly 
from formation to high performance, delivering greater value to the organisation.
Question #:3 - [Different approaches and techniques to manage individuals and teams]
Describe the key principles of the Taylorism school of thought on Management (20 points)
See the Explanation for Detailed Answer.
Explanation
The Taylorism school of thought, also known as , was developed byScientific Management Frederick 
in the early 20th century. It aimed to improve efficiency and productivity by applying Winslow Taylor
systematic, scientific methods to the management of work. Its key principles can be summarised as follows.
The first principle is the . Taylor rejected traditional “rule of thumb” methods, instead scientific study of work
advocating time-and-motion studies to identify the most efficient way of completing tasks. This broke jobs 
into smaller, measurable steps.
Secondly, Taylor emphasised the . Workers should focus on narrowly division of labour and specialisation
defined tasks, allowing them to become faster and more efficient, similar to parts in a machine.
Thirdly, he argued for . Instead of leaving workers to train scientific selection and trainingof workers
themselves, managers should select the right person for the job and provide formal training in the “one best 
way” to complete tasks.
Fourthly, Taylor stressed . He believed management should plan, managerial control and supervision
organise and set methods, while workers should focus on carrying them out. This created a strong separation 
between planning and execution.
Finally, Taylor promoted . He assumed that workers are primarily financial incentives as motivators
motivated by pay, so piece-rate systems and performance-based rewards were used to encourage higher 
output.
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Taylorism brought many benefits, such as increased productivity, efficiency, and predictability in mass 
production industries. However, it also attracted criticism for treating workers like machines, reducing 
autonomy, and ignoring social and psychological needs. From a modern procurement perspective, its ideas are 
still visible in standardised processes such as purchase-to-pay systems, KPIs, and efficiency-driven shared 
services. However, organisations today often balance these principles with more human-centred approaches to 
motivation and teamwork.
In conclusion, the key principles of Taylorism were scientific analysis of work, specialisation, scientific 
selection and training, strict managerial control, and financial incentives. While its focus on efficiency shaped 
early management thinking, modern leaders must also consider motivation, empowerment, and adaptability to 
achieve sustainable success.
Question #:4 - [Leadership approaches in the management of teams and individuals]
Discuss 4 factors that make up the individual and 3 different ways a manager can lead a team (20 points)
See the Explanation for Detailed Answer.
Explanation
Understanding individuals is crucial for effective leadership. People bring unique qualities to the workplace, 
which influence how they behave, perform, and interact. Four important factors that make up the individual 
are as follows.
Firstly, plays a major role. Traits such as extroversion, conscientiousness, or openness (from personality
models like the Big Five) influence how individuals communicate, make decisions, and fit into teams. For 
example, an extrovert may thrive in negotiation roles, while an introvert may excel in analytical procurement 
tasks.
Secondly, shape how individuals respond to work situations. Values around ethics, attitudes and values
sustainability, or fairness can influence motivation and alignment with organisational culture. In procurement, 
a professional with strong ethical values may be more resistant to corruption risks.
Thirdly, affect behaviour. Individuals interpret situations differently, and perception and motivation
motivation theories such as Maslow, Herzberg or McGregor’s Theory X/Y show how personal drivers impact 
performance. Some may be motivated by pay, others by recognition or career development.
Finally, define what individuals can contribute. These include technical competencies, abilities and skills
problem-solving skills, and interpersonal abilities. A skilled negotiator, for example, adds significant value to 
a procurement team.
Managers must also choose effective ways to lead teams. Three common approaches are:
Autocratic leadership– where the manager makes decisions without consulting the team. This can be 
effective in crises or routine, highly regulated tasks (e.g., compliance procurement), but risks low 
morale if overused.
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Democratic or participative leadership– where managers involve team members in decision-making. 
This improves engagement, creativity, and buy-in. For example, involving procurement staff in 
category strategy development can generate stronger results.
Laissez-faire leadership– where the manager provides minimal direction, allowing the team high 
autonomy. This works well when teams are highly skilled and self-motivated, but may cause confusion 
if individuals lack experience.
In conclusion, individuals are shaped by their personality, values, perceptions/motivations, and skills, all of 
which affect their workplace performance. Managers can choose between autocratic, democratic, or laissez-
faire leadership depending on the situation. Successful leaders adapt their style to the individuals and teams 
they manage, ensuring both high performance and motivation.
Question #:5 - [Organisational dynamics of individuals and teams]
Q:Explain what is meant by a heterogeneous / diverse workforce and explain one personality model that a 
manager could use to investigate the personalities within his/her team (25 points)
See the Explanation for Detailed Answer.
Explanation
A refers to a group of employees with varied characteristics, heterogeneous or diverse workforce
backgrounds, and perspectives. Diversity can relate to visible differences such as age, gender, ethnicity, or 
disability, as well as invisible factors like personality, values, experiences, and thinking styles. A diverse 
workforce is valuable because it brings multiple perspectives, creativity, and innovation, which can improve 
decision-making and problem-solving. However, it can also create challenges in communication, conflict 
management, and team cohesion if not managed effectively.
In procurement and supply management, diversity can mean having team members from different 
professional disciplines, cultural backgrounds, or experience levels. This mix can lead to better supplier 
negotiations, innovation in category strategies, and greater sensitivity to global ethical standards. For 
managers, the challenge lies in understanding and leveraging individual differences to build cohesive, high-
performing teams.
One useful personality model for understanding team members is theBig Five Personality Traits (OCEAN 
. This model is widely accepted in psychology and provides a framework for identifying personality model)
differences across five dimensions:
Openness to Experience– measures creativity, curiosity, and willingness to try new things. In 
procurement, high openness could support innovation in supplier strategies.
Conscientiousness– relates to organisation, responsibility, and dependability. A conscientious buyer is 
likely to follow compliance rules and deliver accurate work.
Extraversion– reflects sociability, assertiveness, and energy. Extroverts may excel in supplier 
negotiations and stakeholder engagement.
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Agreeableness– indicates cooperation, empathy, and trust. Highly agreeable individuals may be 
effective in collaboration but could avoid conflict even when necessary.
Neuroticism (Emotional Stability)– refers to sensitivity to stress and emotional control. Low 
neuroticism (high stability) is ideal in high-pressure procurement negotiations.
By applying this model, a manager can gain insights into the personalities of their team, allocate roles 
effectively, and provide tailored support. For example, a procurement leader may assign highly conscientious 
individuals to compliance-heavy processes, while extroverts may be placed in supplier-facing roles.
The use of the Big Five also helps managers balance team dynamics, identify potential conflict, and design 
training or coaching interventions. Understanding personality traits supports motivation strategies (e.g., 
Herzberg, Maslow), builds stronger communication, and enhances trust within diverse teams.
In conclusion, a heterogeneous workforce brings significant benefits but requires skilful management to 
harness its potential. The Big Five Personality Traits provide a structured and evidence-based tool for 
understanding individuals, enabling managers to lead diverse teams more effectively and align strengths with 
organisational goals.
Question #:6 - [Organisational dynamics of individuals and teams]
Q:What is needed for a group to be effective? (15points). Is it important that each person plays a different 
role within the group? (10 points).
See the Explanation for Detailed Answer.
Explanation
Part A – What is needed for a group to be effective (15 points):
For a group to be effective, several conditions must be in place.
Firstly, the group must have . Without shared goals, members may pull in clear objectives and purpose
different directions, leading to inefficiency.
Secondly, is needed to guide the group, set direction, and balance concern for people with strong leadership
concern for tasks. Leadership provides motivation and resolves conflicts.
Thirdly, ensures information is shared openly, problems are raised quickly, and good communication
collaboration is smooth. In procurement, this means buyers, finance, and operations align on sourcing 
decisions.
Fourthly, groups need . Clarity prevents duplication of work and ensures defined roles and responsibilities
accountability. For example, one person may manage supplier contracts while another handles negotiations.
Finally, are essential. When group members respect and support each other, they are trust and cooperation
more willing to share knowledge, take risks, and commit to decisions. Psychological safety is key to team 
performance.
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Part B – Importance of different roles in a group (10 points):
It is important that each person plays a different role within the group. According toBelbin’s Team Roles 
, groups are more effective when individuals contribute complementary strengths. Roles may include theory
“Shapers” who drive action, “Plants” who bring creativity, “Implementers” who turn plans into reality, and 
“Monitor Evaluators” who provide critical analysis.
If everyone in the group plays the same role, important skills may be missing. For example, a procurement 
team made up entirely of “Shapers” may generate energy but lack careful analysis, leading to poor supplier 
selection. Conversely, a balanced team ensures creativity, organisation, and delivery are all present.
Conclusion:
For a group to be effective, it needs clear goals, leadership, communication, defined roles, and trust. It is also 
important that members bring different strengths and roles, as this diversity improves problem-solving and 
ensures the group performs to its full potential.
Question #:7 - [Different approaches and techniques to manage individuals and teams]
Q:Explain the ‘2 factor hygiene theory’ of motivation and how this can affect the motivation of employees 
within an organisation (25 points).
See the Explanation for Detailed Answer.
Explanation
The , developed by , explains what drives employee Two-Factor Hygiene Theory Frederick Herzberg
satisfaction and dissatisfaction at work. Herzberg argued that there are two categories of factors that affect 
motivation.
The first category is . These are extrinsic elements such as pay, working conditions, company Hygiene Factors
policies, job security and supervision. If these are poor or absent, employees become dissatisfied. However, 
their presence alone does not create motivation – they simply prevent dissatisfaction. For example, in 
procurement, if buyers do not have fair pay or adequate systems, they will feel frustrated, but improving pay 
alone will not guarantee enthusiasm or creativity.
The second category is . These are intrinsic to the job itself, such as achievement, recognition, Motivators
responsibility, advancement, and personal growth. When present, these factors actively increase motivation 
and job satisfaction. For instance, giving a procurement professional ownership of a supplier relationship, 
recognising their success in a negotiation, or offering training opportunities can significantly boost motivation.
The impact of Herzberg’s theory on motivation is significant. Managers cannot rely only on hygiene factors 
like pay and working conditions to motivate staff. These need to be in place to avoid dissatisfaction, but true 
motivation comes from providing meaningful work, opportunities for growth, and recognition.
In practice, this means managers should:
Ensure hygiene factors are adequate (fair pay, safe environment, supportive policies).
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Focus on motivators such as giving responsibility, offering progression pathways, and recognising 
achievement.
Design jobs with variety and challenge, rather than only repetitive tasks.
Encourage intrinsic motivation through empowerment and involvement in decision-making.
In procurement and supply, applying Herzberg’s theory could mean ensuring staff have reliable systems and 
clear processes (hygiene), while also providing opportunities to lead supplier negotiations, recognise cost 
savings achievements, or involve staff in strategic sourcing projects (motivators).
In conclusion, Herzberg’s Two-Factor Theory shows that avoiding dissatisfaction through hygiene factors is 
not enough. Managers must also provide motivators to create true engagement and drive performance. For 
procurement leaders, balancing both sets of factors is essential for building high-performing, motivated teams.
Question #:8 - [Different approaches and techniques to manage individuals and teams]
Q:Buttons Ltd is a clothing manufacturer. It began as a very small enterprise but over the last 3 years it has 
grown and has become very successful. The company has decided it needs a dedicated procurement and 
supply chain function to help source materials for its clothing. Describe the scope of the procurement and 
supply chain function (10 points) and explain what knowledge, behaviours and skills will be required by those 
recruited to work in the department (15 points).
See the Explanation for Detailed Answer.
Explanation
Part A – Scope of Procurement and Supply Chain (10 points):
The scope of procurement and supply chain at Buttons Ltd will cover all activities involved in sourcing, 
purchasing, and managing the flow of materials needed for clothing production.
This includes such as fabrics, zips, and buttons from reliable suppliers, ensuring cost sourcing raw materials
efficiency and quality. It also covers , including contract negotiation and supplier selection and management
supplier relationship management. The function will ensure compliance with ethical and sustainable sourcing 
standards, which are increasingly important in the fashion industry.
The supply chain scope also involves , ensuring that materials are logistics and inventory management
delivered on time to support production schedules and that stock levels are optimised to avoid delays or 
overstocking. Additionally, procurement must manage , identifying alternative risk and continuity of supply
sources in case of disruptions. Finally, procurement contributes to strategic decisions by aligning sourcing 
activities with company objectives such as cost reduction, sustainability, and innovation.
Part B – Knowledge, Behaviours and Skills Required (15 points):
Knowledge:
Understanding of sourcing and supply chain processes (tenders, contracts, logistics).
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Knowledge of ethical and sustainable procurement, ensuring materials are responsibly sourced.
Awareness of fashion industry requirements such as lead times, quality standards, and supplier 
markets.
Behaviours:
Professional integrity and ethics, ensuring fair treatment of suppliers and compliance with 
standards.
Collaboration and teamwork, working across departments (design, finance, production).
Adaptability and resilience, since the clothing industry faces rapid changes in demand and 
supply risks.
Skills:
Negotiation skillsto secure best value while maintaining supplier relationships.
Analytical skillsto assess supplier performance, costs, and risks.
Communication skillsto liaise with suppliers and internal stakeholders effectively.
Problem-solving skillsto manage supply chaindisruptions and ensure continuity.
For example, a procurement professional at Buttons Ltd might need to negotiate fabric supply contracts while 
ensuring the supplier meets sustainability standards and delivers within tight production deadlines.
Conclusion:
The procurement and supply chain function at Buttons Ltd will be responsible for sourcing, supplier 
management, logistics, and risk management, supporting the company’s growth and competitiveness. To 
succeed, staff must demonstrate strong knowledge of procurement processes, ethical behaviours, and key 
skills such as negotiation, analysis, and communication. Together, these ensure the function delivers value 
and supports the company’s long-term goals.
Question #:9 - [Techniques to influence, persuade and negotiate with stakeholders]
Q:Compare and contrast how procurement would collaborate with any TWO of the following stakeholders: 
suppliers, customers, other departments within the organisation, local community. (25 points).
See the Explanation for Detailed Answer.
Explanation
Procurement plays a central role in engaging with different stakeholders. Effective collaboration ensures 
efficiency, compliance, and value creation. The way procurement collaborates can vary depending on the 
stakeholder group. Two examples are and .suppliers other departments within the organisation
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Collaboration with Suppliers:
Procurement must develop strong relationships with suppliers to ensure continuity of supply, cost efficiency, 
and quality. This involves activities such as contract negotiation, performance monitoring, and supplier 
relationship management (SRM). Collaboration often focuses on building trust, sharing forecasts, and 
working on joint initiatives like innovation or sustainability. For example, in a manufacturing firm, 
procurement may collaborate with a fabric supplier to develop new eco-friendly materials. The relationship 
can be transactional for routine items or strategic for high-value, critical suppliers.
Collaboration with Other Departments:
Internally, procurement must work closely with functions such as Finance, Operations, and Marketing. 
Collaboration ensures that procurement strategies align with organisational needs. For example, Finance may 
require procurement to manage budgets and compliance, while Operations depends on procurement for timely 
materials. Collaboration may involve cross-functional teams, joint decision-making, and regular 
communication. For instance, procurement and product development may work together to source innovative 
materials that match design requirements.
Comparison:
Both collaborations require trust, open communication, and alignment of goals.
With suppliers, collaboration often focuses externally on securing value and innovation. With internal 
departments, it focuses on aligning procurement activity with business objectives.
Supplier collaboration may involve formal tools like contracts, KPIs, and SRM frameworks, whereas 
internal collaboration relies more on teamwork, communication, and shared processes.
Contrast:
Suppliers are external stakeholders, so procurement must manage risks, legal compliance, and 
negotiation dynamics. Internal departments are internal stakeholders, requiring influence, persuasion, 
and partnership.
Supplier collaboration aims at building long-term external relationships; internal collaboration ensures 
smooth workflows and organisational efficiency.
Conclusion:
Procurement collaborates with both suppliers and internal departments, but the focus differs. Supplier 
collaboration is about external value creation and innovation, while internal collaboration is about aligning 
processes and achieving organisational goals. Successful procurement professionals adapt their approach to 
meet the needs of each group while ensuring overall business success.
Question #:10 - [Organisational dynamics of individuals and teams]
Q:Caleb is the newly appointed CEO of Star Fish Limited, a company that manufactures and installs gym 
equipment. The company employs 100 people and has dedicated teams for Finance, Product Development 
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and Procurement. Some staff work from the office and some staff work remotely from home. Contrast and 
provide an example of a formal and informal group that may form at this organisation. What factors should 
Caleb be aware of that can contribute to group formations? (25 points)
See the Explanation for Detailed Answer.
Explanation
Formal vs Informal Groups (10–12 marks):
Formal groups are those deliberately created by management to achieve organisational objectives. They have 
defined structures, roles, and reporting lines. In Star Fish Ltd, examples include the , Procurement Team
responsible for sourcing suppliers and managing contracts. This group has clear goals, formal leadership, and 
measurable outputs.
By contrast, informal groups arise naturally among employees based on social interactions, common interests, 
or personal relationships. They are not officially sanctioned but strongly influence behaviour. At Star Fish 
Ltd, an example could be a of employees who exercise together during breaks or afitness club WhatsApp 
among remote workers who support each other socially. These groups provide belonging and morale group
but may also resist management decisions if excluded.
Factors Influencing Group Formation (12–15 marks):
Common goals and tasks– People working on shared objectives, such as the Product Development 
Team working on new gym equipment, naturally form groups.
Geography and work arrangements– Staff working remotely may form virtual support groups, while 
office-based staff bond more through daily interactions.
Shared interests and values– Employees passionate about fitness or sustainability may form informal 
networks within the company.
Friendship and social needs– Based on Maslow’s hierarchy, people seek belonging. Friendships often 
develop into informal groups.
Leadership and influence– Charismatic or respected individuals may attract followers, leading to 
informal group formation around their personality.
Organisational culture– A collaborative culture encourages group formation for teamwork, while a 
competitive culture may create cliques or rival groups.
Technology and communication platforms– With remote work, online groups (Teams, Slack, 
WhatsApp) facilitate informal interaction and knowledge sharing.
Conclusion:
At Star Fish Ltd, formal groups like the Procurement Department are designed to deliver organisational 
objectives, while informal groups such as fitness clubs or virtual chat groups form naturally. Caleb must 
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recognise that both types of groups are powerful. Formal groups deliver results, but informal groups influence 
morale, motivation, and resistance to change. By understanding the factors driving group formation, Caleb 
can harness both to build cohesion, encourage collaboration, and support the organisation’s success.
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