BSC Implementation and the Internal Business Process Perspective (CASE)

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Question Description

Assignment Overview

Any large scale change endeavor requires a great deal of effort on the part of a given organization to implement. Implementing a corporate wide BSC based performance management system is no different. In implementing such a system, organizational leaders face the challenge of overcoming organizational inertia rooted in resistance to change. This is no easy challenge, and is one of the major reasons why the majority of BSC initiatives (or large scale change initiatives in general) fail.
In this module, therefore, we are going to look at the BSC not due to its value as a means of integrating strategy with operations or due to its usefulness as a performance management tool. Rather, in this module we are going to put on our organizational dynamics consultant hat and consider what it takes to implement a large scale organizational change endeavor.
After completing the readings presented, write a 3-4 page essay that
In your own words, describe the efforts put forth by BAE in implementing the BSC approach in their organization from an implementation perspective. What efforts did they make to assure employees would be receptive to, and accept the BSC initiative? Describe to what extent you believe their efforts paid off.
The case study for BAE can be found in Chapter 7 of:
Murby, L., Gould, S., (2005). Effective Performance Management with the Balanced Scorecard: Technical Report. Chartered Institute of Management Accountants. Retrieved from: http://www.cimaglobal.com/Documents/Imported Documents/Tech_rept_Effective_Performance_ Mgt_with_Balanced_Scd_July_2005.pdf

Assignment Expectations

Your assignment should include the following:
Introduction: In this part of your essay you will need to introduce your topic and provide a very brief overview of the key points you plan to make in your paper.
Analysis: In this section you will present the actual comparison and contrast between BAA’s approach to the Balanced Scorecard and more traditional approaches.
Conclusion: Wrap up your argument with a clear and cogent synopsis of your findings. Do your best to convince your reader (aka, your professor) as to your position.
Additional Instructions: Your essay should be 3 to 4 pages in length (not counting your title page or references). You must include a list of references. APA formatting is preferred. Do not paste in sections of text into your essay. All of your work must be written in your own words. It’s OK to use a short quote now and again, but quotations must be in quotation marks and properly cited. In-text citations should be used anytime you are borrowing somebody else’s ideas, or information. That is to say, if you are borrowing a thought from a publication from J. Bravo’s article written in 2010, that section of text must be followed with (Bravo, 2010). Quotations, data, and general ideas (put into your own words) should all be cited.

 
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D B A ORGANISATIONAL TRANSFORMATION MODULE PORTFOLIO

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Organizational Transformation

Question Description

  • STRATEGY ROAD MAPS ASSIGNMENT

PART 1THE COMPANY REPORT
PART 2THE EVIDENCE REVIEW
PART 3REFLECTION FOR EMPLOYABILITY ENHANCEMENT & LEADERSHIP

  • ASSIGNMENT MARKING GUIDE WITH THE ASSESSMENT MATRIX

PART 1THE COMPANY REPORT (3000 words)
Adopt the role of a Strategy Consultant for a selected organisation tasked with addressing a significant performance gap.
You are required to lead a new strategic initiative to propose a conceptual model for organisational transformation through the inclusion of an established methodologies designed to inject value creation opportunities for your client and their key stakeholder relationships.
Your brief, within a specified performance domain, is to: –
1. Complete a critically evaluated performance analysis for the selected organisation to thereby establish a comprehensive understanding of current strategy to performance gap(s), against their forecasted strategic ambitions.
2. Propose a future organisational transformation solution through the adoption and implementation of a justified self-determined conceptual model designed to achieve new value addition to address performance shortfalls.
3. Against the enduring value propositions for your client’s business to adopt the conceptual model, using your own judgement, review the wider implications if the client organisation does not accept your proposals.
THIS PART OF THE ASSIGNMENT IS A MANAGEMENT REPORT FOR THE BOARD OF YOUR CLIENT ORGANISATION.
PART 2EVIDENCE REVIEW (2000 words)
1. Prepare a critique of selected literature related to the domain of your conceptual model for organisational transformation, then support your perspectives with other contemporary organisational evidence deemed relevant to achieve meaningful managerial insights and conclusions.
2. Outline potential DBA research perspectives which could be adopted in the future to explore client business transformation for their future sustainability.
THIS PART OF THE ASSIGNMENT SHOULD BE SUBMITTED IN THE FORM OF A LITERATURE REVIEW WITH POTENTIAL DBA RESEARCH INDICATIONS.
PART 3REFLECTION FOR EMPLOYABILITY ENHANCEMENT (1000 words)
Complete your individual learning log of employability skills readiness, through self-reflection on current practice, to: –
1. Realise the critical thinking and core capabilities needed to achieve this consultancy task for the client organisation.
2. Evaluate your current knowledge, skills and competencies to then assess your ability for completing this consultancy assignment.
3. Review the related leadership skills required for future personal development and career accession.
THIS LEARNING LOG IS A ROLLING RECORD MAINTAINED THROUGHOUT THE DBA MODULES THAT WILL BE SUMMARISED AND REVIEWED AT THE END OF STAGE 1 OF THE DBA.
*** Words count = 6000 words.
*** In-Text Citations and References using Harvard style.
*** Portfolio named “DBA-OT-Portfolio-MANUAL” has been uploaded as attachment.

 
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Interpret the Role of the Clinical Department Manager

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Question Description

Week 1 – Assignment: Interpret the Role of the Clinical Department Manager
Instructions
Prepare a review of the primary role and responsibilities of the clinical department manager. Some of the main areas include personnel management, budgeting, financial performance, physician interaction, and patient satisfaction, although other areas also exist. Define this type of manager, their responsibilities, what those responsibilities entail, and their place in the organizational structure. Finally, it is important to note that many clinical department managers may oversee more than one department. Determine the challenges this represents.
Support your paper with a minimum of three resources. In addition to these specified resources, other appropriate scholarly resources, including older articles, may be included.
Length: 5-7 pages, not including title and reference pages
Your paper should demonstrate thoughtful consideration of the ideas and concepts presented in the course by providing new thoughts and insights relating directly to this topic. Your response should reflect scholarly writing and current APA standards.
Assignment Title: Interpret the Role of the Clinical Department Manager
Grading Rubric
CriteriaContent (7 points) Points
Characterized roles of the clinical department manager (2 points).
Described the responsibilities of the role within the organizational structure (2 points).
Provided challenges experienced by clinical department managers overseeing multiple departmentsOrganization (3 points).
Included a minimum of three scholarly references, with appropriate APA formatting applied to citations and paraphrasing. Paper is 5-7 pages long not including the title and reference pages (3 points).
Total 10
Videos for additional help:
The Business of Medicine
Directed by Hugh Downing, fl. 1984; produced by Martha Elliott, fl. 1986, Media and Society Seminars, in Managing Our Miracles: Health Care in America (New York, NY: Ruth Friendly, 1986. (VIDEO)
First Do No Harm
Directed by Marc Shaffer, fl. 1998-2011 and Frank Christopher, fl. 1980-2014; produced by Marc Shaffer, fl. 1998-2011, Crosskeys Media, in Remaking American Medicine: Health Care for the 21st Century, Episode 2 (Arlington, VA: Public Broadcasting Service (PBS), 2006). (VIDEO
 
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Organizational Change – Change Intervention

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Question Description

  1,250–1,500 words
You are meeting with your HRD team and preparing to meet all of the Pegasus department heads. You are preparing for the first change intervention. Using the results of the previous work for this project (previous assignments), complete the following:

  1. Discuss the specific steps or interventions to begin the change reorganization.
  2. Determine the first 5 interventions you would recommend to begin the change-management reorganization and your rationale for why you would use these interventions in this sequence.

Be sure to include outside research, and support your recommendations with cited material.
The recommendations may be used individually, combined, or implemented in a time line.
***Please see attached to complete***

scenario____managing_organizational_development_and_change.docx
Scenario – Managing Organizational Development and Change
 
You are an internal consultant directed to plan the reorganization for Pegasus Company, a large aerospace research and development company. You work in the human resource development (HRD) department and have three direct reports. Your team has never experienced reorganization, and you will be responsible for coaching them as well as facilitating the reorganization itself. The goal for you and the HRD team is to help Pegasus remain effective and efficient in today’s competitive marketplace.
 
Pegasus is widely known for its wind tunnel research technology. Scale models of new products (planes, helicopters, jets, space shuttles, etc.) are tested for imperfections, safety, and practicality. Pegasus is comprised of engineers, computer-aided design (CAD) designers, scientists, model makers, and administrative staff. The company started out small and has grown rapidly over the past few years. With that growth came the company’s organization into departments by skill group (e.g., engineering, design, R&D). By now, people in different skill groups do not communicate to each other except to pass along designs, projects, and other pertinent ideas to complete project goals. This has caused many problems in the past because each type of worker has his or her own language for his or her subculture of the organization. Therefore, projects take a long time to complete because of mistakes in the plans, redoing the mistakes, and failing to take into account the specifications of the scientists and engineers by the CAD designers because they have not been clearly communicated. The administration and leadership of the organization lack good skills in interpersonal communications because of their heavy science background, and they also need leadership training in the form of management and executive development.
 
The culture of the organization has been what has kept most people there, not the compensation. In the past, the organization was open, nonhierarchical, and it enabled employees to pursue their professional passions. The main piece of the culture of Pegasus that has always led to retention of employees is that the employees feel as though their jobs are their life and that they have accountability for their part to the greater whole of whatever project on which they are working.
 
Many employees feel like the company is disintegrating because of the difficulties in communication which, in turn, makes it more difficult to get the projects completed in a timely manner. This is leading to rumblings among the staff about leaving Pegasus. Because Pegasus is located in a highly concentrated technical area of the country, there are other companies that pay better and seem to be more competitive for contracts. The leaders of Pegasus are afraid of losing their best and brightest employees and feel the pressing need to streamline their organization to remain effective, efficient, and competitive.
 
You, as the lead internal consultant, are first tasked with restructuring the organization. This may mean a reduction in force (RIF). You hope you can restructure without a RIF. You will also need to bring the various teams of employees together and teach them communication skills, process skills, and leadership skills that can hold the company together. You have your work cut out for you.
 
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