1

Volkswagen
Case
Organisational Behaviour Lens

3114IBA Management Problem Solving

Task

Name: Cameron Mackay word count 2882

2
 Executive Summary

Within this report is an evaluation of the Volkswagen organisational behaviour during the
emissions crisis. The conclusion of this report was that a failure of leadership and management
styles led to the complete lack of a guiding culture for the employees and the company at large
and subsequently internal behaviour of the company was found to be lacking. With this in mind
Volkswagen needed to significantly restructure their company if it were to recover from its
failures on a drastic level.

Several solutions and recommendations are provided to the company with support from
research essays and projects.

. Some of the recommendations included the creation of a more positive company culture that
encourages lower level employees to attempt to be more innovative as well as lowers feelings
of power distance and neglect. Granting more power to middle managers allows people that are
on the floor and able to respond to individual circumstance instead of granting this power to the
upper management who is uninvolved in the day to day operation. And lastly the
decentralisation of the Bureaucracy following in the steps of the rival company Toyota creates a
system that is proven to succeed in a modern setting whilst encouraging all the prior
recommendations

3
Contents

1.0 Introduction........................................................................................................................... 2

2.0 Analysis of the Critical Problems and Issues.........................................................................2

3.0 Analysis of Alternatives and Options.....................................................................................2

4.0 Recommendations................................................................................................................ 2

5.0 Conclusion............................................................................................................................ 3

References................................................................................................................................... i

Appendix 1.................................................................................................................................. A

TIPS

 PLEASE SAVE AND USE THIS EXACT TEMPLATE – DON’T WASTE TIME TO

CREATE ANOTHER TEMPLATE YOURSELF

 SIMPLY SAVE AND START RESEARCHING ACADEMIC JOUNRAL ARTICLES

RELATED TO YOUR LENSE.

 THEN START TO PASTE IN QUOTES FROM THE LITERATURE TO PARAPHASE

UNDER YOUR PROBLEMS AND SOLUTIONS ETC TO HELP SHAPE YOUR

ARGUMENTS.

 FOCUS ON THE LITERATURE BUILDING YOUR PAPER AND NOT ON THE CASE

ITSELF.

1
1.0 Introduction

Context

The modern global economy as it continues to develop has and continues to develop into a
permeative behemoth of cultural interconnection, intellectual discussion and ever increasing
exposure to competition fosters both internal and external forces (Flache, A., & Macy, M. W.
2011;). Which develops and formats “Callings” which various scholars (Dobrow & Tosti-Kharas,
2011; Weiss et al., 2003; Wrzesniewski et al., 2009) define as “A meaningful beckoning towards
activities that are morally, socially and personally significant” and make up the driving force for
individuals and consequentially the organisational behaviour of companies (Elangovan, A. R.,
Pinder, C. C., & McLean, M. 2010). It is supported by research that companies which
understand the need for an evolving organisational behaviour will utilise and encourage positive
“Callings” (Luthans, F. 2002) through employee interaction, corporate social responsibility and
the encouragement of companywide ethical values will find these processes create an innate
value in the organisational behaviour and character of the company as prestige, morale and
employee productivity would boon (Bakker et al., 2008; Conti, 2010; Johns, 2006; Luthans &
Avolio, 2009; Youssef et al., 2007).

The organisational behavior designers of Volkswagen were in clear disregard of the necessity
of these positive influences as demonstrated by its violation of industry and social norms and as
a result of this negligence was the severe drop in economic advantage and significant social
backlash. This disregard can be attributed to the systematic failure of the Volkswagen
organisational culture and as such within this report will be discussed a number of key issues
facing the Volkswagen organisation. The three issues discussed consist of the lack of an ethical
organisational culture, an authoritarian leadership style and lastly a centralized organisational
management system. Lastly this report will seek to recommend feasible alternate courses of
action that will confront these flaws within the organisational structure of the company.

2.0 Analysis of the Critical Problems and Issues

Overall control of the day to day duties of companies is per the norm the role of middle
management. As the highest hierarchy member in this day to day middle management is
expected to enforce the desired “Calling” of the firm however as individuals they have their own
Callings (Duarte, 2010; Way, et al,. 2018;) which can both severely limit or benefit a company’s
attempts at implementing positive Calling (Birkinshaw & Suzanne, 2010; Dervitsiotis, 2003;
Dervitsiotis, 2012) As management is the primary gateway and acts and acts as the initial
catalyst for change and guidance it will be discussed how a lack of organisational ethical
standards stems from a failure in organisational directors to create a companywide calling that

2
properly encouraged moral practice (MOORE, C., et al., 2012) and how the organisational and
authoritarian leadership style both contributed to and are a symptom of managements failure.

2.1 Issue1 - (1 paragraph) Lack of ethical calling

The calling of a company is the overarching cultural norm which is expected of all employees
and provides the basis from which every employee interprets their own actions and draws
inspiration from. The research undertaken by Weiss et al. (2003) highlights the positives of
companies that have a clear outline of goals and values on the interpretation and actions of
employees as common views establish a sense of common purpose “While the term callings
has been used in different ways over time, three fundamental features have stayed constant
across these interpretations. First, all interpretations suggest an orientation toward action.
Second, they feature a sense of clarity of purpose and personal mission. Third, all imply Pro-
social intentions as perceived by the individual” (Flache, A., & Macy, M. W. 2011). A poorly
defined or complete lack of established organisational Calling causes more employees to look
to their own or contextual moral views (Duarte, 2010; Way, et al, 2018;) which is likely to conflict
with the desired Calling of a firm (Moore et al., 2012; Umphress & Bingham, 2011). In
consideration of the Volkswagen emissions scandal it is beyond doubt that a significant failure
in guiding the company towards common sense of ethics led to a widespread disregard of
morals amongst all levels of the company. From this lack of guidance employees on all levels
were placed in a situation where they acted without any company backed Calling and instead
sought increased profit at the expense of CSR which resulted in the emissions scandal and the
subsequent ramifications of which are ultimately the result of Volkswagens failure to guide its
employees.

2.2 Issue 2 – Authoritarian leadership style

The leadership of a corporation holds significant sway over the implementation of policies,
trends and values within a corporation and the normative standard of operation is a centralized
power structure clear steep slope hierarchy with one leader managing all directive power.
However as corporations and their policies have evolved in recent years the belief that clear
hierarchies empower organisations to operate more efficiently has been challenged by the
consideration of a more open leadership process (Anderson et al,. 2010; Treviño et al,. 2008;
Yukl, 2008;) that creates a fluid style of leadership as roles and tasks change so too does the
level of leadership necessary. Through a fluid leadership style the sense of power distance
between employees and upper management decreases drastically (Agarwal, U. 2014) which
can lead to a greater sense of understanding of issues facing the corporation (Treviño, L. K.,
Weaver, G. R., & Brown, M. E. 2008) as well as a sense of association amongst employees of

3
the organisation and a subsequent increase in morale (Ambrose et al., 2008; Ou, A. Y., et al,
2014)

With regards to the emissions scandal it is clearly evident how an authoritarian leadership style
was a key contributor to the overall failure of the firm. Lower level members felt obligated to
follow the orders of higher level management whereas under a more fluid system the lower
level employees would be in a position to better understand and be less threatened by the
power distance of the leadership through their own contribution to the leadership and
management of any tasks in which they would be involved and as such it is far less likely that
any unethical decisions would be forced upon individuals within the corporation.

2.3 Issue 3 – Centralised organisational management system.

A centralised management system is a structure that grants decision making authority to upper
management. Much like the authoritarian leadership style in recent years as companies and
organisations expand it is becoming more and more desirable to decentralize and the power
structure as necessary in order to better be able to accommodate (Anderson et al,. 2010;
Treviño et al,. 2008; Yukl, 2008;) the unique circumstances and large bureaucracy of a large
corporation as necessary. Utilisation of a more pragmatic approach to management styles has
demonstrated success at multinational company car company Toyota has enabled it to find a
dynamically innovative and sustainable development cycle (Cavaleri, Steven 2011). The
Volkswagen structure currently consists of a small group of leaders with a single CEO. Whilst
this power structure enables fast decision making it neglects the innovative capacity and
abilities of people who could be in a leadership position under a less rigid style of bureaucracy.
This centralised structure also suffers from the burden of being so far apart from the actual
processes of the firm that they can be unable to detect issues that are hindering the floor staff
or leading to inefficiency (Brown, M. E., Treviño, L. K., & Weaver, G. R., 2008) As a result of
this a lack of communication and a failed bureaucratic model is ultimately what led to the failure
of the upper management to develop a system that created a positive organisational Calling for
the employees to identify with and refer to and therefore ultimately the Volkswagen emissions
scandal.

4
3.0 Analysis of Alternatives and Options

3.1 Alternative / Solution – Develop a positive and innovative Calling (Culture)

A number of solutions can be trialled and tested with the goal of creating a more ethical viable
organisational Calling with which the employees can base and associate their own actions and
reactions to both internal and external factors upon. As evidenced by the success of the Toyota
initiative outlined by Cavaleri, Steven (2011) it is clearly demonstrated the success of a firm that
is willing to part with traditional methods of operating and instead invest in a far more fluid
structure that fully utilises the innovative capital that is currently underutilised and Dobni, (2008)
further supports this transition as it discusses the potential for success of engaging with both
innovative thinking as well as stripping authority from the upper management.

With all these goals in mind a culture must be created that acknowledges the potential for
success that a positive and culture can establish. A positive Calling that employees will create a
positive workplace attitude and will further encourage the efforts towards a fully utilised and as
such far more efficient innovative system (Bakker et al., 2008; Conti, 2010; Johns, 2006;
Luthans & Avolio, 2009; Youssef et al., 2007).

It is the responsibility of the leadership and management of Volkswagen to with consideration of

previous failures to make moves away from the current systems in place that created the
emissions scandal and to instead take steps towards a system similar to that of Toyota’s, one
which encourages innovation and ensures that employees no longer feel in a position to act in
unethical mannerisms whether they are bottom level or upper management. In order to do so it
would be recommended to create and outline potential targets for decentralization trial runs in
order to gauge the effectiveness and reaction to such moves. Furthermore the creation of more
positions within both middle and upper management creates a more equal spread of employees
and furthermore provides a position that encourages innovative thinking as a reward for those
who strive to succeed. Lastly as a response to the significant CSR hit that was as a result of the
emissions scandal it is suggested that Volkswagen make steps to acknowledge its own failures
and be creating an identity of a new age organisation that can be viewed by both employees
and shareholders/customers that innovation is underway within the company and that it will not
be stuck in the past.

5
3.2 Alternative / Solution –modify the leadership/management

The current leadership style of a largely authoritarian upper management maintains a small
circle of people whom have authority of the decision and policy making processes and this does
not allow for an innovative circle of ideas to be properly collaborated upon. The paper by
(Dobni, 2008) declares that for the establishment of an innovative organisation requires the
decentralization and stripping of powers from upper management and (Anderson et al., 2010;
Treviño et al., 2008; Yukl, 2008;) discusses the necessity of a hierarchal system when potential
for alternate systems in which leadership may vary depending on varying factors such as tasks
and roles. Furthermore resulting from the integration of a fluid and dynamic leadership style will
create employee engagement and interaction (Thompson et al., 2010; Treviño, et al., 2008)
leading to an improved understanding of the role of the individual as well as the Calling of the
company as a whole as it spread through interaction. Lastly as a result of the decentralization
and therefore improved employee sense of culture that would result due to the lowered power
distance with decision makers (Agarwal, 2014; Ambrose et al., 2008; Ou, A. Y., et al, 2014)
there would be a far greater sense of employee value.

With consideration for Volkswagen it would be of great benefit to seek out potential ways in
which the upper management can lose authority and instead hand it down to people who are
more involved with the detail. By engaging in the creation of a more fluid leadership system they
are accomplishing the decentralization and are taking the steps outlined within the essay by
Dobni, (2008) in order to proactively encourage an innovative corporation. Secondly through the
creation of more of as well as the empowerment of middle managers they can promote the
face-face interaction that creates employee fulfilment (Beck, T. E., & Plowman, D. A. (2009)
that is a necessity in order to once more create a Calling that both establishes a clear moral
heading for the firm as well as develop and utilise the innovative capital of the workers who are
deemed worthy for promotions.

6
3.3. Alternative / Solution – Decentralised Management System

Much like stripping the upper management of their power decentralizing the management
system itself creates a far more localised area of influence where the authority figure for any
employee is in a position to actually understand the situation through their own knowledge or
interacting with somebody who has such knowledge. By removing the existing power distance
that is currently prevalent within Volkswagen would be able to avoid issues with leadership roles
being completely uninvolved to the point where they are completely unaware of existing issues
(Brown, M. E., Treviño, L. K., & Weaver, G. R., 2008) which is one of the primary factors that
created the emissions scandal. Secondly it would create innovative culture as leaders and
groups can put their focus entirely onto the task at hand and therefore a greater potential for
dialogue will be enabled. Lastly by following the successful designs of rival car company Toyota
(Cavaleri, Steven 2011) the firm would be ensuring that they are taking management path that
is modernised for the rapidly evolving global economy.

4.0 Recommendations

(DON’T NEED TO NUMBER AND LIST OUT CAN JUST BE ONE PARAGRAPH)

4.1 Recommendation 1 – Develop an Ethical Plan

The emissions scandal whilst the result of insufficient organisational planning was ultimately a
failure of ethical standards across all portions of the company. Take steps to move the company
away from the failed bureaucracy that allowed for all the issues and develop a brand to move
Volkswagen into a climate and CSR friendly organisation. Accomplish this publically
restructuring as well as making strong CSR efforts in regards to the environment such
developing electric cards and punishing severely any employee that conflicts with the new
ethical standards. Furthermore ensure that employees understand the importance of the
Volkswagen culture and create a system that encourages and ensures that workers refer to the
culture when representing the company. This can be accomplished in both the long term by
following the steps outlined in this paper but furthermore by creating ethical training targets this
ensures the firm is constantly moving towards a more ethical state of being in both the short
and long term..

7
4.2 Recommendation 2 – Create a positive Calling

Volkswagen must develop a positive calling (Dobrow & Tosti-Kharas, 2011; Weiss et al., 2003;
Wrzesniewski et al., 2009) which involves making the process of working for Volkswagen
meaningful and fulfilling and by doing so they will enable a greater return on employee
investment (Bakker et al., 2008; Conti, 2010; Johns, 2006; Luthans & Avolio, 2009; Youssef et
al., 2007) as feel a need to fulfil the goal of the company that they themselves have adopted as
their own

4.3 Recommendation 3 – Power from Upper to Middle Managers

By shifting the leadership focus away from the upper management levels of the organisation the
firm is creating a system that develops a number of advantages such as taking the first steps
towards creating an innovative culture (Dobni, 2008) as more people are empowered to have
their say and can better negotiate with their superior due to a far smaller power distance
(Agarwal, 2014; Ambrose et al., 2008; Ou, A. Y., et al, 2014). Lastly it will also improve
employee feedback and involvement as they are now directly involved with the management
process (Thompson et al., 2010; Treviño, et al., 2008) and further create a sense of association
with the company Calling.

4.4 Recommendation 4 – Encourage Innovation

By utilising the currently under acknowledged capital that is possessed by the lower level
employees who rarely manage to get a chance to discuss or mention their ideas it should be
made an effort to create a system where every person has the option and chance to progress
and contribute towards the success of the company. Not just the upper management.

4.5 Recommendation 5 – Decentralise Bureaucracy

It should be a clear priority of the brand to make an effort to emulate the success of the Toyota
transition towards a dynamically innovative and decentralised system as outlined by Cavaleri,
Steven (2011) in which he discusses the success of the firm as a result of the innovation. As
Volkswagen has suffered a setback already as a result of its own bureaucratic failure and
furthermore seeks to develop an innovative system it would be suitable to seek to emulate the
ideas of an already successful competitor who has achieved goals similar to those neccesary to
the future success of Volkswagen

8
5.0 Conclusion

In conclusion it is clear that the Volkswagen emissions crisis was the result of a number of flaws
within the organisational culture of the company. it lacked any really guiding ethos for the
employees to follow and refer upon when making decisions and created a system where the
upper management had far too much power over the decision making of the organisation.
Lastly the steep slope hierarchal system of management meant that no low level employee
could contribute significantly and that they were unable to deny the request of the higher ups to
follow through with putting out the flawed vehicle and therefore leading to the scandal.

This paper utilising a number of essays research notes and papers believes that in order to
ensure that Volkswagen does not make similar mistakes again it should take a number of steps
in order to prevent this.

The creation of a clear plan of ethics to which all employees should be held responsible as well
as detailing to the public that the firm is holding itself responsible. The creation of a more
positive company culture that encourages lower level employees to attempt to be more
innovative as well as lowers feelings of power distance and neglect. Granting more power to
middle managers allows people that are on the floor and able to respond to individual
circumstance instead of granting this power to the upper management who is uninvolved in the
day to day operation. And lastly the decentralisation of the Bureaucracy following in the steps of
the rival company Toyota creates a system that is proven to succeed in a modern setting whilst
encouraging all the prior recommendations. If Volkswagen were to follow these steps it is likely
that they would find themselves in a much stronger position to be competitive in the rapidly
changing global market.

9
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Appendix 1 – NOT NEEDED BUT CAN USE SOME TOOLS TO HELP

Table 1 - A SWOT+ Data Gathering Table (STRATEGY)

Strategy


Strengths/
Positives

Opportunities

Threats

Problems/

Challenges/
Weaknesses

A
Table 1 - A SWOT+ Data Gathering Table (FINANCIAL MANAGEMENT)

Finance


Strengths/ Positives

Opportunities

Threats

Problems/

Challenges/
Weaknesses

B
Table 1 - A SWOT+ Data Gathering Table (HUMAN RESOURCES MANAGEMENT)

Human Resources


Strengths/ Positives

Opportunities

Threats

Problems/

Challenges/
Weaknesses

C
Table 1 - A SWOT+ Data Gathering Table (IT/MIS)

Information Technology


Strengths/ Positives

Opportunities

Threats

Problems/

Challenges/
Weaknesses

D
Table 1 - A SWOT+ Data Gathering Table (PRODUCTION OPERATIONS MANAGEMENT)

Operations


Strengths/ Positives

Opportunities

Threats

 .

Problems/

Challenges/
Weaknesses

E
Table 1 - A SWOT+ Data Gathering Table (MARKETING MANAGEMENT)

Marketing


Strengths/ Positives

Opportunities

Threats

Problems/

Challenges/
Weaknesses

F
Table 2 – Analysis of the Strategic Options

Option 1 –
Taking a more open approach to critical issues, defining/explaining
Briefly Identify &
numerous objectives and formulating clearer objectives.
Describe the Option


Benefits/
Advantages


Critical
Success
Factors


Threats/
Risks


Why is this your
recommended
Strategic Option?

G
Table 2 – Analysis of the Strategic Options

Option 2 –

Briefly Identify &

Describe the Option


Benefits/
Advantages


Critical
Success
Factors


Threats/
Risks


Why is this your
recommended
Strategic Option?

H
Table 2 – Analysis of the Strategic Options

Option 3 –

Briefly Identify &

Describe the Option


Benefits/
Advantages

Critical 

Success
Factors


Threats/
Risks


Why is this your
recommended
Strategic Option?

I
Table 3 - Critical Issues in the Context of Recommended Strategic Option - FINANCE

CRITICAL How is it manifested? Why is it happening? Why Important?

ISSUES Cause(s)? Implications if not
dealt with?

. . .

Finance

F1

. .

F2

F3

F4

F5

J
Table 3 - Critical Issues in the Context of Recommended Strategic Option – HUMAN RESOURCES

CRITICAL
How is it manifested? Why is it happening? Why Important?
ISSUES
Cause(s)? Implications if not
dealt with?
. .
Human
Resources
HR1

. . .
HR2

. .
HR3

HR4

HR5

K
Table 3 - Critical Issues in the Context of Recommended Strategic Option – IT/MIS

CRITICAL How is it manifested? Why is it happening? Why Important?

ISSUES Cause(s)? Implications if not
dealt with?

Management
Information
Systems
IT1
Communications

IT2
. .
Reporting

IT3

IT4

IT5

L
Table 3 - Critical Issues in the Context of Recommended Strategic Option - POM

CRITICAL How is it manifested? Why is it happening? Why Important?

ISSUES Cause(s)? Implications if not
dealt with?

Operations
OP1

OP2

OP3

OP 4
.

. . .
OP5

M
Table 3 - Critical Issues in the Context of Recommended Strategic Option - MARKETING

CRITICAL How is it manifested? Why is it happening? Why Important?

ISSUES Cause(s)? Implications if not
dealt with?
. .
Marketing
M1

M2
. .

. . .
M3

M4

M5

N
Table 4 – Development of What Needs to Be Addressed Statements

What Needs to Be Addressed

Brand image
Implications if not Addressed Opportunities if Addressed
.

What Needs to Be Addressed

Transparency
Implications if not Addressed Opportunities if Addressed
.

What Needs to Be Addressed

Marketing strategy

Implications if not Addressed Opportunities if Addressed

. .

What Needs to Be Addressed

Audit control

Implications if not Addressed Opportunities if Addressed

. .

O
 What Needs to Be Addressed

Risk Management

Implications if not Addressed Opportunities if Addressed

.

What Needs to Be Addressed

Customer behaviour/perception

Implications if not Addressed Opportunities if Addressed

.

Assignment Handling Services

ASSIGNMENT
Division of Information Services
COVER SHEET
Nathan Campus
GRIFFITH UNIVERSITY QLD
4111
DATE RECEIVED:
Please either complete section below or affix Barcode Label
here:
NB: This Label shows Course Code, Course Name and Assessment item
number
Course Code:    3114IBA
Course Name:    Management Problem Solving
Due Date:    Assessment Item #:    3
Course Tutor:   
Course Convenor:   
Please provide your STUDENT NUMBER:   
Or affix Student Barcode Label here:

Student Name:    Postmark:

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Address:         

Study Period or Session 1 2 3 4

ACADEMIC INTEGRITY DECLARATION

Breaches of academic integrity (cheating, plagiarism, falsification of data, collusion) seriously
compromise student learning, as well as the University’s assessment of the effectiveness of that
learning and the academic quality of the University’s awards. All breaches of academic integrity
are taken seriously and could result in penalties including failure in the course and exclusion from
the University.
Students should be aware that the University uses text-matching software to safeguard the quality
of student learning and that your assignment will be checked using this software.
I acknowledge and agree that the examiner of this assessment item may, for the purpose of
marking this assessment item:
reproduce this assessment item and provide a copy to another Griffith staff member; and/
submit this assessment item to a text-matching service. This web-based service will retain
a copy of this assessment item for checking the work of other students, but will not reproduce it in
any form.
Examiners will only award marks for work within this assignment that is your own original work.
I, hereby certify that:
except where I have indicated, this assignment is my own work, based on my personal study
and/or research.
I have acknowledged all materials and sources used in the preparation of this assignment
whether they are books, articles, reports, lecture notes, or any other kind of document or personal
communication.
I have not colluded with another student or person in the production of this assessment
item unless group work and collaboration is an expectation of the assessment item.
this assignment has not been submitted for assessment in any other course at Griffith, or
at any other University or at any other time in the same course without the permission of the
relevant Course Convenor.
I have not copied in part or in whole or otherwise plagiarised the work of other students and/or
other persons.
I haven’t made this piece of work available to another student without the permission of the
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Providing this declaration falsely is considered a breach of academic integrity.
I have retained a copy of this assessment item for my own records.
Acknowledged by:   
(Signature)
Where the item is submitted electronically Clicking “I Agree” constitutes an electronic signature
for the purpose of assignment declaration compliance.

Q
 STUDENT CONSENT
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if there is to be public access to the work)

At Griffith the use of assessment exemplars by academic staff is encouraged to inform students’
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course. An assessment exemplar is an authentic example, actual sample or excerpt, of student
work that has been annotated to illustrate the ways in which it demonstrates learning, achievement
and quality in relation to the intended learning outcomes (including graduate outcomes) for the
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assessment exemplars students are asked to consent, on every assessment item submitted, for their
work, without disclosure of the contributor’s identity, to be used, and reproduced as an assessment
exemplar for standard setting and moderation activities.

I acknowledge that for the purpose of standard setting and moderation activities the examiner of
this assessment item may wish to store, reproduce, annotate, and communicate my work to others,
including future students, without disclosure of my identity.

I consent to my Work, without disclosure of my personal details,

being stored, reproduced annotated and communicated within the University’s secure online
learning environment.

Acknowledged by: Date:

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Extension Requests:
Assessment Item Number:         Due Date:      
Extension Granted: YES NO Amended Due Date:
     
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Extension Approved by:       Approval Date:      

Examiner’s Use Only: Tick Where Appropriate:

Name:         Submitted late without extension – returned to
student to seek extension /special assessment.
Mark Given:         Suspected plagiarism: referred to the Course
Convenor.

R
Second Examiner:         Returned to student to be resubmitted by:
(if required)       (date) for the following
reasons:

Mark Given:               

Examiner’s Comments:
     __________________________________________________________________________________