BSB61015 Advanced Diploma of Leadership and Management

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ASSESSMENT 1
Course Name
BSB61015
Advanced Diploma of Leadership and Management
Subject/module Organisation Management
Assessment method
Part A – Cost-benefit Analysis
Part B – Risk Analysis
Part C – Case Study
Weighting 50%
Units of Competency
BSBINN601
Lead and Manage Organisational Change
BSBMGT615
Contribute to Organisation Development
Instructions
1. Assessments should be completed as per your trainer’s instructions.
2. Assessments must be submitted by the due date to avoid a late
submission penalty.
3. Plagiarism is copying someone else’s work and submitting it as your
own. You must write your answers in your own words and include a
reference list. A mark of zero will be given for any assessment or part of
an assessment that has been plagiarised.
4. You may discuss your assessments with other students, but submitting
identical answers to other students will result in a failing grade. Your
answers must be yours alone.
5. Your trainer will advise whether the assessment should be digitally
uploaded or submitted in hard copy. Assessments that are digitally
uploaded should be saved in pdf format.
6. You must attempt all questions.
7. You must pass all assessments in order to pass the subject.
8. All assessments are to be completed in accordance with WHS regulatory
requirements.
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ADDENDUM | © 2018 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE
BSB61015 ADVANCED DIPLOMA OF LEADERSHIP AND MANAGEMENT | ORGANISATION MANAGEMENT_V2.3
Assessment 1 Part A – Cost-Benefit Analysis
Instructions
Analysis for a change project that is being considered reveals that it will cost
$70,000 to establish (in year 0), and that the recurring costs for the next 3
years will be $25,000 (in years 1, 2 & 3). There will be no benefits in year 0, but
there will be $96,000 worth of benefits each year in years 1 through to 3. Using
the formula above, calculate the payback period and the ROI. What is your
recommendation?
Years Benefits Costs
1
2
3
TOTAL BENEFITS
TOTAL COSTS
The payback period is _______________________________________ years.
The Return on Investment (ROI) is __________________________%.
Would you recommend it as a good investment? Justify your answer.
Total part A: 10 marks
19
ADDENDUM | © 2018 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE
BSB61015 ADVANCED DIPLOMA OF LEADERSHIP AND MANAGEMENT | ORGANISATION MANAGEMENT_V2.3
ADDENDUM | © 2018 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE
BSB61015 ADVANCED DIPLOMA OF LEADERSHIP AND MANAGEMENT | ORGANISATION MANAGEMENT_V2.3
Assessment 1 Part B – Risk Analysis
You are the HR director at a large Australian bank with a bureaucratic
authoritarian culture and a highly unionised workforce. In response to
competitive pressures, the bank aims to become the fastest growing, most
profitable bank in Australia.
They are also looking at expanding their operations in Asia as part of their
growth strategy. You realised that in order to bring the company to reach new
heights, the bank needs to make changes to their organisational culture.
1. How are you going to introduce cultural change in the entire organisation?
(5 marks)
2. What are the risks of introducing a cultural change in a bureaucratic
authoritarian culture and a highly unionised workforce? For example, if the
change will require retrenchment, what are the risks involve? What are the
barriers to change? (5 marks)
3. Perform a risk assessment for all the risks you identify including your
recommended mitigation strategies. Use risk analysis forms similar to the
one you used in Session 4. (10 marks)
Part B total: 20 marks
Assessment 1 Part C – Case Study
Scenario
Change at Asia/Pacific Manufacturing (APM)
The atmosphere in the boardroom was intense. Mon Ey, the financial director for
APM just concluded his presentation on the current situation of the Australian
manufacturing division of APM. The following conclusions were made based on the
presentation:
ƒ APM Australian factories not competitive
ƒ Benchmarked against international best practice, production costs of the Australian
manufacturing operations are the highest in the world
ƒ The Australian factories have low productivity and high labour costs
ƒ Must cut losses and expand elsewhere OR make the Australian operations more
competitive
ƒ At risks of being taken over by another major competitor. If this materialises, all
Australian operations will be sold off and moved overseas
ƒ Share price dropped 20 percent from the past six months
In view of the current problems of APM, they decided to hire the services of STegic, a
strategic consultancy firm to make sense of the problem and possibly come up with a
recommendation as to the best possible course of action.
The study conducted by STegic reveals the following issues:
ƒ If the Australian factories could achieve 90 percent of best practice figures for
productivity and labour costs, the Australian operations would be among the most
profitable in the company
ƒ Machines are ok, problem are people performance
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ADDENDUM | © 2018 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE
BSB61015 ADVANCED DIPLOMA OF LEADERSHIP AND MANAGEMENT | ORGANISATION MANAGEMENT_V2.3
ƒ Low production figures caused by lack of labour flexibility
ƒ Excessive penalty rates makes it uneconomical to operate factories seven days a week
ƒ Workers are not motivated, thus absenteeism is high
ƒ Constant fight with unions over demarcation, workers show more loyalty to unions
than to the company
ƒ Safety record of the Australian operations are worst in the company
ƒ Pay and conditions of employment are among the best in the world
ƒ Labour turnover is low
ƒ No clearly articulated HR strategy that is linked to the strategic business objectives
ƒ The Industrial Union of Manufacturing Workers (IUMW) is strong and dictates a
lot of terms, for example: promotes the “last on, first off” policy, rewards based on
seniority not on merit, everyone gets an across-the-board salary irrespective on their
performance and the company’s profitability
After reading the case study:
1. Identify change requirements/opportunities at APM (5 marks)
2. Develop strategic objectives in the areas of recruitment and selection,
training and development, and remuneration and benefits (10 marks)
3. Identify the major stakeholder’s concern and potential problems that might
hinder the implementation of your new change strategy. Suggest possible
ways to overcome these challenges (10 marks)
4. Develop a change management project plan for the implementation of
your proposed change management strategy. Your plan should include the
following elements:
f Budget (5 marks)
f Resources (people, equipment, and material needed) (5 marks)
f methodology for change program (5 marks)
f objectives/outcomes (5 marks)
f Timetable (5 marks)
5. Develop communication/education plan to promote the benefits of the
change to the organisation, to minimise loss and to enable people to accept
change positively, then prepare a report (10 marks)
Part C total: 60 marks
Assessment 1 total: 90 marks
– END –

 
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Report on Personal Leadership

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Question Description

You will produce a report that critically assesses and evaluates your company’s leadership and management culture,
worldview and leadership styles in the context of leadership theory and critically assesses and evaluates your
personal leadership using Seven Leadership Mind-sets Theory (vMEME) (2400) words.
The Task:
You will produce a written report of 2400 words (+/- 10%) that critically assesses and evaluates your personal
leadership using Seven Leadership Mindsets Theory (vMEME) and all the types of leadership approaches and styles
it contains. You need to highlight strong theoretical knowledge and application to your own and other organisational
contexts.
Critically analyse leadership problems and challenges within your or case example organisational utilising critical
evaluation and application of appropriate theory.
1. Critically evaluate how certain types of leadership / management styles differ depending on history, culture,
geographic life and conditions drawing on your organisation and other mini-case examples. Ensure that the
culture is critically defined, examples are given and also produce a ‘cultural snapshot’ –thematic poster /
picture linking to the Seven Leadership Mind Sets. Attach this as an appendices item and ensure it is fully
explained.
2. Critically evaluate how certain types of leadership/management styles impact on people performance
productivity. Ensure concrete examples of impacts are discussed and applied to self and that of your team.
3. Critically evaluate how certain types of leadership/management styles determine who will ‘follow and how’
they will follow. Demonstrate with actual or potential scenarios relative to yourself and your team/ colleagues
and the strategic direction of your organisation.
4. Critically evaluate your personal leadership capabilities using the Seven Leadership Mind-sets theory and
critically analyse the need for your future professional development by identifying the strategic direction of
your organisation, the sector and potential job roles. Attach to the assignment a written one page (font size
12) personal statement for an ideal job in your sector drawing on the seven leadership mind set theory and
your strengths. Make sure the Job specification is given. Use the STAR Acronym to help structure answers to
competence and requirements. E.G Situation, Task, Action and Results.
5. Specific conclusion: Having studied the seven mindset-thinking systems, critically reflect and conclude what
the definition of an effective leader should be. Critically discuss if you view of leadership has evolved or if it
has stayed the same. Make recommendations for your own development and that of the organisation to
address your vision of what leadership is. Draw on evidence from across the main areas within your
conclusion.
Instruction on structure
Introduction to assignment purpose and your organisation / sector that you will explore.
There is no literature review in the sense of having a separate theory section, you have to integrate the seven
mindset thinking systems theory, and any related theories e.g. emotional intelligence or six sigma approaches, with
the personal leadership styles within your own organisation into the specific questions (1, 2 3 and 4) and the answers
below.
This assignment can be divided into four equally weighted main body sections. With a very specific conclusion ad
recommendation section
1. Create insight into your leadership style by answering questions about your organisational / personal
leadership inside your organisation from a leadership and cultural perspective.
2. Assess the impact on people performance and potential improvements.
3. Using the theory consider the notion of who will follow and how they will follow.
4. Analyse your own leadership and others within your organisation produce an assessment / reflection
assessing your leadership capabilities and generate a personal job application statement.
Conclusion / Recommendations. Discuss how your understanding of ‘leadership’ has evolved as a result of the
readings given in this unit. Make recommendations for your own development and that of the organisation to
address your vision of what leadership is. Draw on evidence from across the main areas within your conclusion.
These form specific conclusion and recommendations: It is advised that you need to draw on evidence from other
sections and do not introduce new theory or concepts at this stage.
References- Harvard style and in alphabetical order.
Appendices-Numbered and ensure reference to this is made in the main body of the report.
 
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Organizational structure

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Question Description

you have been asked by IKEA to make a suggestion for an organizational chart that IKEA can consider to better support its international strategy. Let’s assume that some top IKEA executives like and want to keep the current structure. (See
http://www.ikea.com/ms/en_US/this-is-ikea/company-information/index.html#organization for this structure.)
However, recently there has been pressure from a few IKEA leaders to consider that the company must become more innovative in its approach to global expansion.
To complete the new proposed organization structure, review the IKEA case study from Chapter 8 of your textbook (book is attached) Then review some additional information about IKEA on the internet. Also, review the organizational design elements in this week’s module lecture. Make sure you fully understand the concepts presented in Chapter 9 of the textbook.

  • Talk about international strategy
  • Decide what you think would be the best organizational structure for IKEA at this point in time, based on the strategy implementation concepts presented in this course.
  • Discuss about the current structure and also be aware that you will need to substantiate your recommended organizational structure changes or justify your recommendation to keep the current structure. Please note that whether you will keep the current structure or you will change it, it must support “innovative structure”
  • Link the contents with organizational design elements
  • Introduce the thesis of your paper (what you will be presenting).
  • Introduce your organizational chart(s).
  • Discuss and explain how you determined that this structure should be implemented by IKEA.
  • End with a summary statement of the highlights of your paper.
 
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8 Types of Organizational Structures: their Advantages and Disadvantages

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Question Description

Please respond to the discussion questions below – references must be provided
Wk 4: Organizational Culture – Learning Activity 2A  – $3.00

Created by Dvir Samet on Sep 15, 2016
The concept of a vision is so a company as a whole, leadership, management, employees, as well as the general public and customers understand the way for the future of the company, and the mission is how they are going to get there, an actionable plan. (Mind Tools Editorial Team, 2016) The structure of an organization empowers the employees on up and gives them their roles and communication channels to get the mission accomplished, while the culture nurtures the mindset and work environment to create the unity and teamwork the company desires in order to operate efficiently and effectively. (Chand, 2015) (Sponaugle, 2014)
Mr. Purvis shows great concern for both his company employee’s happiness and well-being as well as his customer’s satisfaction. (Renando) With his current one company factory and manufacturing center, Mr. Purvis is overseeing all aspects of leadership, management, production and maintains employee relationships to ensure his vision and mission for the company are being met without compromise to any of his workers, or towards the quality of and timeliness of delivery of the customer orders. (Renando) He empowers individuals to be creative and innovative while giving them the basic culture and structure of an open and accepting company mindset, as long as they meet everyone’s expectations. (Renando) Realizing the potential for expansion and the work it would take to do it the right way, Mr. Purvis has structured his company in a way they can cross-train new employees and management to be transparent as they stand up a new site. He can assure his employees that no job is at jeopardy and there is room for advancement from within. Those that show potential and the ability to lead, he can than reward by offering higher positions within the company, and to be training supervisors and overseers in their new expanding facilities. As long as Mr. Purvis can project his ideals and ensure that those he places in charge follow through with his plan, his employees have an open forum to make suggestions and improvements as necessary, and his customer feedbacks are being addressed, he should have no issues continuing on with his projected expansion plan.
References:
Chand, S. (2015). 8 Types of Organisational Structures: their Advantages and Disadvantages. Retrieved from Your Article Library: http://www.yourarticlelibrary.com/organization/8-types-of-organisational-structures-their-advantages-and-disadvantages/22143/
______________________________________________________________________________________________________

Learning activity 2B – $3.00
Created by Michael Nelson on Sep 15, 2016 5:06 PM
In order for an organization to achieve its goals and objectives, there is need for a formal structure. This way, tasks can be distributed and allocated to different groups to ensure that resources are efficiently utilized. This distribution of tasks creates different informal structures within the working environment and in the long run, differences in behaviors, attitudes traits etc. arise. Therefore, where employees are expected to perform their tasks within formal structure restrictions, different ways of interaction arise, which create an organizational culture. Structure and culture can be said to be correlative, certain aspects of one define the other and vice versa. Structure is therefore a framework within which the culture can be effected, on the other hand the culture dictates the structuring of the organization.
The implementation of the vision and mission can be affected by the time taken to disseminate information between the different hierarchies in the Jordan shoe company. Since the company has a horizontal structure, more flexibility can be achieved. This attribute facilitates competitiveness enabling the company to adjust to the varying needs of the customers and also grow its performance. A competitive business is one on track to achieving a market culture. Sales, profitability and the market share will be gradually increased. I believe the best option for Purvis would be to sustain the horizontal structure structure even as he in plans to roll out into other states.
 
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