CMI 514 – Understanding The Principles Of Managing Change Within An Organisational Context: Managing Change Level 5 Assignment

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niversity Dublin City University (DCU)
Subject CMI 514: Managing Change

MANAGING CHANGE IN ORGANISATIONS

Understanding the principles of managing change within an organisational context is dependent on many factors. Managers need to have a thorough understanding of the dynamic nature of an organisation’s internal environment and drivers, as well as an understanding of the external business drivers that can impact organisations and drive the need for change.

TASK 1

You are required to write a report entitled ‘The reasons for a change in organisations’. This must be presented in TWO (2) sections.
A. The factors which influence change in organisations
To complete this section of the report you are required to:
i. Analyse the environmental factors which influence change in organisations (AC1.1)
ii. Analyse the internal factors that drive the need for change in organisations (AC1.2)
B. The potential impact of change in organisations
To complete this section of the report you are required to:
i. Use examples to examine the potential impact of change in organisations (AC1.3)

APPROACHES TO CHANGE MANAGEMENT

Selecting an appropriate approach to managing change in an organisation is a key management and leadership skill, particularly in the 21st century where diversity and international or global operations are commonplace.

TASK 2

You are required to write a report entitled ‘Approaches to change management’. This must be presented in TWO (2) sections.
A. Models of change management
To complete this section of the report you are required to evaluate the use of TWO (2) theoretical models of change management (AC2.1)
B. An analysis of the role of leadership in gaining commitment to change
To complete this section of the report you are required to:
i. Use examples to analyse the role of leadership in gaining the commitment of others to change (AC2.2)
ii. Specify reasons for engaging with stakeholders throughout the change management process (AC2.3)

INITIATING AND PLANNING CHANGE IN AN ORGANISATION

In order to manage change to achieve the intended impact, it is essential that the manager understands the rationale for the change and is able to agree to a plan for implementing and monitoring change in an organisation.
SCENARIO

 DKM&X is a large industrial company that manufactures tools and equipment.  The company operates on a shift system and is fully operational six days of the week.450 staff are based at its UK headquarters.  The company has various departments including a design shop, distribution centre, workshop, administrative and management offices, canteen and reception. The site is currently being expanded to increase production and contractors are actively re-developing the offices whilst business continues as usual.
The timeline for completing the expansion of the site is looming and there is a great deal of concern that the deadline for completion will not be met.
You lead a team within the distribution centre which consists of full time and part-time staff with different working patterns.  A key part of your role is to manage the implementation of new operational safe working practices.  This also requires the introduction of new job roles for some of your team.

TASK 3

Basing your response on the above scenario, your own experience of managing change in an organisation or on well-chosen examples of managing change in an organisation you know well or have researched:
Write a proposal entitled ‘Initiating and managing change in an organisation’. This must be presented in TWO (2) sections:
A. The rationale and plan for initiating change in an organisation
To complete this section of the proposal you are required to:
i. Specify the rationale for initiating change within an organisation (AC3.1)
ii. Develop a plan for change within an organisation (AC3.2)
B. Tools and methods for implementing and monitoring change
To complete this section of the proposal you are required to use examples to:
i. Examine tools used by organisations for implementing and monitoring change (AC3.3)

MANAGING CHANGE IN AN ORGANISATION

Having an appropriate and effective change communications strategy is an essential part of managing change in an organisation. Essential elements of managing change include knowing how to support people through the change process, approaches to use to embed and sustain the planned change as well as the ability to recognise and respond to risks and barriers to change.

TASK 4

Basing your response on the scenario on page 5, your own experience of managing change in an organisation or on well-chosen examples of managing change in an organisation you know well or have researched:
You are required to write a proposal entitled ‘Managing change in an organisation’. This proposal must be presented in THREE (3) sections.
A. Approaches to communicating and sustaining change in an organisation
To complete this section of the report you are required to:
i. Develop strategies for communicating planned change to stakeholders (AC3.5)
ii. Assess practical methods to support individuals throughout the change management process (AC3.6)
iii. Discuss approaches to embed and sustain planned change in an organisation (AC3.8)
B. Overcoming risks and barriers to change
To complete this section of the report you are required to:
i. Recommend approaches to overcome risks and barriers to change (AC3.4)
C. Monitoring and measuring the impact of change in an organisation
To complete this section of the report you are required to:
i. Analyse methods used for monitoring and measuring the impact of planned change (AC3.7)

 
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Is Dublin A Good Place To Invest In Opening Vegan/Vegetarian Restaurants?

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Subject Research Proposal

Basically, Research Proposal Should Address the following Theme:

Question 1: Is Dublin a good place to invest in opening vegan/vegetarian restaurants?
Question 2: Addressing in the background the concern in Europe with respect to climate change and what they are doing in relation to the reduction of the impacts derived from meat consumption, check if this is happening in Ireland and if there is a demand for the vegan market.

Research Proposal:

You have to choose a topic that is relevant to your study program. If you wish to become an expert in a particular subject area, you can use this opportunity to develop this expertise.
Design and write a Research Proposal, outlining your research interests in a Business context which you propose to research for your Project.
The Research Proposal should include:

  • General topic:
    This should define the opportunity to be explored, the problem to be solved or the nature of a Challenge to be overcome.
  • Background
    This should include a broad overview and introduction to the present situation, covering the firm, a person requesting the research, an outline of the product/service, market segment, etc. to be researched. Problem/opportunity to be contextualised.
  • Research Question(s)
    This should state the overall research aim(s) – what is it you are trying to achieve
  • Research Objectives/Hypothesis
    Should include 3 to 5 research objectives designed to answer your research aim or a hypothesis to be tested.
  • Research Methods
    Specify the research techniques to be used, in light of the accuracy and objectivity sought by management, and designed to achieve reliability and validity. The planned secondary and primary research should also be outlined.
  • Terms of reference
    The researcher sets out clearly what is to be undertaken, the time frame, when, where and how he/she will report to management. The key assumptions and constraints with respect to the research are also given.
  • Schedule of Costs
    An estimate of the costs for the project is provided. It should include estimates of both direct and indirect costs for the project and describe any financial assumptions made or constraints anticipated.
 
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Define Independence And Objectivity As They Apply To An Auditor: Audit And Assurance Assignment

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University Griffith College Dublin (GCD)
Subject Audit & Assurance

2019/ 2020 Audit & Assurance Assignment Brief:

ETHICS

The objectivity of external auditors may be threatened or appear to be threatened in the following circumstances:
a) The audit firm is heavily financially dependent on one significant client;
b) The audit firm, its partners or staff have a financial interest in the audit client;
c) There are family relationships between the firm, its partners, staff and the audit client;
d) The audit firm provides non-audit services to the audit client;
e) The audit firm has been the external auditor of the client for the past 10 years.

Requirement:

1) Define independence and objectivity as they apply to an auditor
2) Discuss the importance of auditor independence in the auditor-client relationship
3) For each of the five circumstances (a) – (e) above, explain the type of threat it creates and analyse the possible consequences of such threats to the conduct and outcome of the audit
4) Recommend the steps to be taken by the audit firm to reduce the threat to the auditor’s objectivity for each of the above circumstances (a) – (d)

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Intended Module Learning Outcomes

On successful completion of this module, the learner will be able to:
1. Evaluate the nature, purpose and scope of an audit and the legal, regulatory and ethical framework for auditing
2. Distinguish between the respective roles and responsibilities of directors and internal and external auditors
3. Demonstrate how the auditor obtains and accepts audit engagements and conducts a detailed investigation into an audit client to identify the risks of material misstatement (whether arising from fraud, error or other irregularities)
4. Describe the nature of internal control systems of relevance to the audit, including IT systems
5. Identify and apply the procedures required to evaluate control risk, including communication of the weaknesses, impacts and professional recommendations to those charged with governance and management
6. Devise an overall audit strategy, identify and formulate the audit tests and evidence required to meet the objectives of audit assignments to comply with the International Standards on Auditing
7. Analyse how subsequent events review and going concern assessment informs the conclusions in the auditor’s report
8. Describe the key basic component elements of the Auditor’s Report, and identify and analyse matters that impact on the wording of audit reports, including those that affect the auditor’s opinion and those that do not affect the auditor’s opinion
Module Objectives
This module focuses on the legal and regulatory environment of the assurance engagement and the professional and ethical considerations for the assurance provider. It also seeks to provide the learner with the ability to identify, analyse and conclude on an assurance engagement in the context of best practice.
Module Curriculum
Audit Framework

  • Objectives and general principles of external audit engagements
  • Statutory audits, accountability, stewardship and agency
  • Limited and non-assurance engagements

The legal and regulatory environment and sources of authority for audit and assurance services

  • Statutory regulations governing the appointment, rights, duties, removal and resignation of auditors
  • Authority of national and international standard-setting bodies
  • International standard-setting process
  • Provisions of International Codes on Corporate Governance (e.g. OECD) and their relevance to auditors
  • Role and function of an Audit Committee

Laws and regulations

  • Responsibilities of management and auditors in relation to compliance with laws and regulations
  • Non-compliance with laws and regulations – Auditors considerations and plan of audit procedures required
  • Respective responsibilities of management and auditors for fraud and error
  • Current and future role of auditors in preventing, detecting and reporting fraud and error.
  • Recognition of necessity to withdraw from an engagement

Money laundering

  • Scope of offences that could be committed by the auditor and protection from liability
  • Auditor compliance with Money Laundering regulations

Professional Liability

  • Auditor negligence and the criteria for recognition of legal liability
  • Limiting auditor liability and the effect on opinions, and the implications for the auditor and the profession
  • Audit failures, expectation gap, bridging the expectation gap

Professional and Ethical considerations

  • Code of Ethics for Professional Accountants
  • Fundamental principles of behaviour and the conceptual framework approach
  • Threats to compliance with fundamental principles and available safeguards

Internal Audit

  • Scope, functions and limitations of internal audit, the nature and extent of internal audit assignments
  • Outsourced internal audit functions
  • Differences between the role of internal audit and external audit

Practice Management

  • Quality Control
  • Purpose of quality control of audit and other assurance engagements
  • Elements of an audit firm’s system of quality control

Advertising, publicity, obtaining professional work and fees

  • Acceptability of advertisements and promotional material
  • Establishing and negotiating fees, ethical and professional considerations

Professional Appointments

  • Tendering for audit engagements
  • Considerations and procedures for acceptance of new client/ Continuation with existing clients
  • Scope and terms of an engagement
  • Engagement letter

Planning, materiality and assessing the risk of material misstatement

  • Understanding the entity and its environment
  • Assessment of Audit risk, Business risk, Control risk and Risk of material misstatement
  • Analytical procedures and other risk assessment procedures
  • Other planning considerations
  • Concepts of materiality and performance materiality

Evidence

  • Audit evidence to verify different elements of financial statements
  • Sources, reliability and techniques for obtaining audit evidence
  • Nature, timing and extent of audit procedures in given situations
  • Tests of control and substantive procedures
  • Working papers
  • Related party transactions
  • Management representations
  • Reliance on third parties; Experts, Internal audit, Service organisations

Evaluation and review

  • Review procedures, evaluation of findings
  • Material misstatement/material inconsistencies –actions by the auditor
  • Auditor responsibility for comparative figures, other information in the financial statements, subsequent events and going concern

Group audits

  • Accepting appointment as principal auditor to a group
  • Organisation, planning, management and administration of group audits
  • Using the work of component auditors
  • Letters of support (“Comfort letters”)
  • Implications of qualified audit reports for one or more group members

Reporting

  • Audit reports: Unqualified, Qualified, Unmodified and Modified
  • Reports to Management and those charged with Governance
  • Other reports

Current issues and development

  • Information technology
  • Current legal, ethical, professional and practice management matters affecting the profession.
 
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Matching Human Resource Practices To Competitive Strategies: SHRM Assignment

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University National University of Ireland (NUI)
Subject Human Resource Management (HRM)

Module Overview:

Human resource management is concerned with the effective management of people and is a challenge faced by all organizations. It is also one that is increasing in importance. Although operational and technical excellence is fundamental to ensuring continuous customer satisfaction, there is increasing emphasis on gaining and maintaining organizational success and competitive advantage through the effective management of human resources, in line with an organization’s business strategy.
Strategic human resource management is based on the recognition that an organization’s effectiveness can be increased if its human resources are managed with HR policies and practices that deliver the right number of employees with appropriate behaviors, skills and competencies, and levels of motivation to the organization. Defining what is appropriate, required and feasible for the organization is set in the context of the organization’s internal and external environments. A further challenge and complexity are that strategic human resource management is practiced in firms operating across several national borders. Thus, the practice of developing and implementing strategy, and consequently human resource practices and policies, in the multinational company (MNC) is considerably more complex and will be considered.

Learning Outcomes:

The aim of this module is to take a research-focused appraisal of the development and operation of strategic HRM. This will include:

  • Evaluating the concepts of strategy and strategic HRM and investigate their relationship to the economic viability of organizations
  • Differentiate and evaluate a range of SHRM models, HR systems, strategies, and management processes and recognize the established debates and challenges within the field of SHRM
  • Investigate and appraise the evolution of organizational patterns/structures within the context of globalization
  • Distinguish and discuss the components of the relationship between individual performance, employee motivation, competence, and psychological contracts
  • Recognise and assess the complexities and tensions within SHRM in MNCs and multi-divisional organizations
  • Evaluate and discuss political and institutional forces shaping employee participation and recognize the impact of employees’ voice, participation and involvement, on the firm

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Module Summary

The following issues are indicative of the scope of topics that will be covered over the semester:
1. Introduction to SHRM: The nature of contemporary HRM and the theories and practices of HRM. Strategic Choices and the process of Strategic Management. Strategy and the role of HRM and the various theoretical perspectives on HRM.
2. Corporate strategy, strategic HRM and Performance – human resource/human capital/organizational process advantage: Best Fit, Best Practice, the Resource-Based View/Application of RBV, an integrative model of HR strategy.
3. HRM in a global world. Globalization and the growth of MNEs. Models and processes of management across borders and divisions. Globalization of HRM – its extent and importance to the business. Culture. The impact of organizational culture and attitudes on management and control.
4. Employment relations and HRM in developing economies.
5. HRM and high-performance workplaces
6. The employment relationship and the management of employee voice; the role of leadership development and talent management, psychological contract, employee engagement
Each topic is presented as a starting point for further exploration by the student through individual reading and self-study, in order to develop a deeper understanding of each topic and to explore current examples of SHRM issues faced by organizations.

Delivery of the Module

Given the immediacy of the impact of the national crisis related to Covid-19 with the closure of the college at the commencement of this module, the delivery of this module has now moved to distance learning. Albeit unplanned and uncharted territory for all, the academic nature of the module means that this learning approach is wholly doable, and we will need to work together to ensure the learning outcomes.

Assignment:

Matching Human Resource Practices to Competitive Strategies
Consider the following brief description of the business strategies of each company, all of which makes office furniture.
Benchill and Sons
Benchill makes a narrow range of basic office furniture: desks, chairs, cabinets, and the like. Their approach is to manufacture and sell their products as cheaply as possible and to keep profits high by selling in high volume. Benchill doesn’t pretend that their furniture is better than their rivals (it most certainly isn’t, though it usually meets a certain basic standard). However, by keeping the price down, they can undercut the competition, and as such are a favored supplier for bulk buyers for whom price and not quality is the primary concern.
However, other companies also adopt this strategy, so there is constant pressure to keep costs down in order to remain competitive. Furniture designs are kept simple so that there is no great sophistication in the manufacturing process and the cheapest raw materials are used. Very little effort is expended on designing new product ranges or improving existing products.
Speke Office Supplies
Speke manufactures a standard range of office furniture and equipment, and their focus is on the high-quality end of the market. They are proud of their reputation for the quality and durability of their products, though they don’t come cheap. Speke has become a byword for good quality office furniture, well made from the best materials, with very few defective products and faults detected. Companies know they can rely on their products and will pay that little bit extra.
Product quality is underpinned by high-quality customer service, prompt delivery, and after-sales service. Speke focuses on what they do well (it has served them well in the past), and they don’t spend a great deal of time or effort on designing new products: they concentrate on improving processes, systems, and service to keep high quality. They are not the only high-quality office suppliers around and competition is tough.
Thornhill Office Solutions
Thornhill makes specialist office equipment. Generally, this equipment is manufactured in small quantities to meet the needs of a particular customer, whose needs cannot be met by
mass producers such as Benchill or Speke. Often this involves visiting clients’ premises and designing and making products that solve a particular problem.
However, Thornhill is always looking to make things that no one else is making or has even thought about. They have a number of successes over the years with innovative products, which have attracted high-volume sales, simply because no one else was making them. Even though these often take about five years from the initial idea to the first sales- particularly as they usually involve designing new production systems, sourcing new materials, etc. – they have more than paid for the investment. On the other hand, one or two ideas have failed to take off, although Thornhill is philosophical about this – one great idea will pay for a dozen bad ones.
Thornhill is not the only specialist and innovative furniture company, and it is always a struggle to stay ahead of the competition.

Your task

As an HR consultant for these three companies, you have been asked to design an HR strategy appropriate for each company.
1. Firstly, consider how these three competitive strategies differ from each other, describing each strategy in turn and citing references and examples of other, similar companies, as you see fit.
2. Given the particular strategies of each company, consider the key organizational characteristics and human resource practices that are likely to support each of the three strategies.
3. Discuss whether this ‘matching approach’ is a sound approach to HR strategy development, justifying your answer.

 
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