BSBADM405 PREPARE DOCUMENTATION FOR MEETINGS: CASE STUDY

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What’s this unit about?

This unit describes the performance outcomes, skills and knowledge required to organise meetings including making arrangements, liaising with participants, and developing and distributing meeting related documentation.
The unit applies to individuals employed in a range of work environments who organise a variety of meetings. They may provide administrative support within an enterprise, or have responsibility for these tasks in the context of a particular team, workgroup or project.
In this unit, you will learn how to organise meetings including making arrangements, liaising with participants, and developing and distributing meeting related documentation.
The topics for this unit are:

  1. Make meeting arrangements
  2. Prepare and distribute documentation for meetings
  3. Record and produce minutes of meetings

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BSBMGT516 FACILITATE CONTINUOUS IMPROVEMENT QUESTIONS

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Course: Diploma of Business & Leadership & Management Formative assessment

Activity 1

Question 1
You work for an organisation that does not actively encourage its employees to participate in decision-making processes, and to assume responsibility and exercise initiative as appropriate. What would you say to convince the organisation’s management that they should actively encourage employees to assume responsibility and initiative? Write a transcript of what you would say. (100-150 words) 2 Marks
FACILITATE CONTINUOUS IMPROVEMENT
“I would strongly advise you encourage your employees to participate in decision-making processes because of how positively it would impact them as workers and the Business overall. The better decisions they make the greater results will start to come into position. By letting workers make their own decisions, it only boosts their initiative and brings out positive results.
When you let an employee take the lead and run their own project or run a major part in a specific project, you will notice that they bring back results in an incredibly positive manner, showing increased results. They would be extremely excited to run their own project.
This is something I would like to encourage you all to consider. I believe this is a way to gain more results.
Question 2 
Do you consider group decision-making to be a valuable tool that will aid in encouraging employees to participate in decision-making processes, and to assume responsibility and exercise initiative? Explain. (100-150 words) 2 Marks

Activity 2

Your organisation has changed the way it accepts payments from customers/ clients to make the process easier for clients/ customers. What would you do to ensure that the organisation’s continuous improvement processes are communicated to all stakeholders? (75-100 words) 2 Marks

Activity 3

Question 1
Define sustainability and outline why organisations should develop workplace sustainability policies. (75-100 words) 2 Marks
A sustainable company is a company whose determination and movements are grounded in financial, environmental and social concerns. 6 effective ways to build a sustainable business include:

  1. Building your business on belief
  2. Standing still and embracing change
  3. Focus on creating value proposition
  4. Growth and comfort don’t co-exist
  5. Focus on excelling in a specific area
  6. Focus on constant reinvention

Sustainable businesses are able to cut down on energy costs and waste costs which will benefit them in the long run.
Question 2
Research environmental management issues for the workplace and state why these issues should be taken into consideration when planning and managing an organisation’s operations. (100-150 words) 2 Marks

Activity 4

Your organisation has asked you to develop effective mentoring and coaching processes to ensure that individuals and teams are able to implement and support the organisation’s continuous improvement processes. What would you do to achieve this? Explain how you think coaching or mentoring can contribute to encouraging employees to participate in continuous improvement processes. (100-150 words) 2 Marks

Activity 5

Question 1
What strategies can be used to capture and share information? List at least six. 3 Marks

  1. Mentoring
  2. Expert directories
  3. Knowledge brokers
  4. Project review (once finished)
  5. Community of practice
  6. Best practice transfer

Question 2
Consider an organisation that would benefit from capturing and accessing insights and experiences from business activities. Discuss the current situation and how a knowledge management system can be implemented to meet the organisation’s needs. (100-150 words) 2 Marks
Question 3
An organisation uses a knowledge wall. The wall contains a whiteboard, and employees use Post-it notes to post information for other employees use.

  1. Is this a knowledge management system?
  2. What are the main disadvantages to this system?
  3. What are the advantages? 3 Marks

Activity 6

You have been asked to develop strategies to ensure that systems and processes are used to monitor operational progress and to identify ways in which planning and operations could be improved. In particular, your organisation wants you to determine whether processes currently carried out by employees are as efficient as possible. How would you do this? (100-150 words) 2 Marks

Activity 7

You have determined that adjustments should be made in your work team. Changes need to be made to the way customer complaints are recorded and dealt with. How would you communicate the need for change to strategies to relevant stakeholders? Give examples. 2 Marks

Activity 8

Your organisation has implemented changes to the way in which goods purchased to customers are delivered and the time within which they are delivered. The feedback you have had from customers suggests that they are more satisfied with their dealings with your organisation and would be more likely to purchase goods from your organisation in the future. Why is it important to establish processes that will inform employees of the outcomes of their continuous improvement efforts in this area? How could you communicate outcomes to employees? (100-150 words) 2 Marks

Activity 9

Question 1
Create a check sheet that could be used to record data of work team performance to aid the identification of further opportunities for improvement in the scenario.
You are counting the number of defects on a production line that is turning out gadgets. There are three main types of defect. These are: misshapen gadgets, undersize gadgets and oversize gadgets. You will collect data for three 12-hour shifts, but need to be able to separate the data for each of the shifts. 2 Marks
Question 2
Give at least four examples of aids/ tools that can be used to document the data from a checklist. 2 Marks
Question 3
Why do graphs and charts provide a good representation of data? 2 Marks

Activity 10

You have been asked to consider areas identified for further improvement when undertaking future planning. What are some of the areas that organisations need to take into consideration when planning for future improvements? (75-100 words) 2 Marks

Summative assessment 1

Question 1  
What is continuous improvement? (75-100 words) 2 Marks
Question 2
What can you do to support improvements now and in the future? (100-150 words) 2 Marks
Question 3
What processes might be used to ensure that team members are informed of outcomes of continuous improvement efforts? Why is this necessary and how will this contribute toward further improvements? (100-150 words) 2 Marks
Question 4
How can an organisation’s continuous improvement processes be communicated to all stakeholders and how can individuals and teams be encouraged and supported to embrace it? (100-150 words) 2 Marks
Question 5
Having made a decision about what to do to improve an organisation’s processes, what should you do to plan for the implementation of that change? (100-150 words) 2 Marks
Question 6
In approximately 150 words for each explain how the following can be incorporated into business systems:

  1. Continuous improvement models.
  2. Knowledge management systems.
  3. Quality systems.
  4. Sustainability principles. 8 Marks
 
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BSBMGT516 FACILITATE CONTINUOUS IMPROVEMENT LEARNER GUIDE

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Unit of Competency

Application

This unit describes the skills and knowledge required to lead and manage continuous improvement systems and processes. Particular emphasis is on the development of systems and the analysis of information to monitor and adjust performance strategies, and to manage opportunities for further improvements.
It applies to individuals who take an active role in managing a continuous improvement process in order to achieve an organisation’s objectives.
At this level, work will normally be carried out using complex and diverse methods and procedures which require the exercise of considerable discretion and judgement, using a range of problem-solving and decision-making strategies.
No licensing, legislative or certification requirements apply to this unit at the time of publication.
Unit Sector
Management and leadership – Management

Performance Criteria

ElementElements describe the essential outcomes. Performance CriteriaPerformance criteria describe the performance needed to demonstrate achievement of the element.
1.       Lead continuous improvement systems and processes 1.1   Develop strategies to ensure that team members are actively encouraged and supported to participate in decision-making processes, assume responsibility and exercise initiative as appropriate1.2   Establish systems to ensure that the organisation’s continuous improvement processes are communicated to stakeholders
1.3   Ensure that change and improvement processes meet sustainability requirements
1.4   Develop effective mentoring and coaching processes to ensure that individuals and teams are able to implement and support the organisation’s continuous improvement processes
1.5   Ensure that insights and experiences from business activities are captured and accessible through knowledge management systems
2.       Monitor and adjust performance strategies 2.1   Develop strategies to ensure that systems and processes are used to monitor operational progress and to identify ways in which planning and operations could be improved2.2   Adjust and communicate strategies to stakeholders according to organisational procedures
3.       Manage opportunities for further improvement 3.1   Establish processes to ensure that team members are informed of outcomes of continuous improvement efforts3.2   Ensure processes include recording of work team performance to assist in identifying further opportunities for improvement
3.3   Consider areas identified for further improvement when undertaking future planning

Foundation Skills

This section describes language, literacy, numeracy and employment skills incorporated in the performance criteria that are required for competent performance.
Reading

  • Identifies and extracts relevant information from a range of complex texts
  • Locates, interprets and analyses workplace documentation to gather information relating to continuous improvement.

Writing

  • Develops complex texts related to continuous improvement processes according to organisational requirements
  • Ensures the vocabulary, grammatical structures and conventions are appropriate for the context and target audience.

Oral Communication

  • Presents information to a range of audiences using appropriate structure and language
  • Listens and comprehends information from a variety of spoken exchanges with clients, co-workers and other stakeholders
  • Confirms understanding through questioning and active listening.
  • Navigate the world of work
  • Develops strategies to enable compliance with legislative requirements and achievement of the organisation’s goals
  • Monitors adherence to organisational policies, procedures and protocols and considers own role in terms of its contribution to broader goals of the work environment.

Interact with others

  • Identifies and uses appropriate conventions and protocols when communicating with colleagues and external stakeholders
  • Collaborates with others to achieve joint outcomes, playing an active role in facilitating effective group interaction and  influencing direction.

Get the work done

  • Takes responsibility for developing, implementing and monitoring systems and processes to achieve organisational outcomes
  • Uses analytical and lateral thinking to review current practices and develop ideas for improvement
  • Reflects on the ways in which digital systems and tools are used, or could be used, to achieve work goals.

Assessment Requirements

Performance Evidence
Evidence of the ability to establish systems and processes for continuous improvement that:

  • Facilitate effective contributions to and communications about continuous improvement processes and outcomes
  • Address sustainability requirements
  • Incorporate mentoring, coaching and other support to enable people to participate effectively in continuous improvement processes
  • Capture insights, experiences and ideas for improvements and incorporate them into the organisation’s knowledge management systems and future planning.

Knowledge Evidence
To complete the unit requirements safely and effectively, the individual must:

  • Explain how systems and procedures can support effective continuous improvement
  • Explain how continuous improvement systems and processes relate to other business systems and requirements including, knowledge management, quality, performance management and sustainability.

Assessment Conditions
Assessment must be conducted in a safe environment where evidence gathered demonstrates consistent performance of typical activities experienced in the management and leadership field of work and include access to:

  • Relevant workplace documentation and resources
  • Case studies and, where possible, real situations
  • Interaction with others.

Assessors must satisfy NVR/AQTF assessor requirements.
Links
Companion volumes available from the IBSA website: http://www.ibsa.org.au/companion_volumes – https://vetnet.education.gov.au/Pages/TrainingDocs.aspx?q=11ef6853-ceed-4ba7-9d87-4da407e23c10

1. Lead continuous improvement systems and processes

1.1.      Develop strategies to ensure that team members are actively encouraged and supported to participate in decision-making processes, assume responsibility and exercise initiative as appropriate
1.2.      Establish systems to ensure that the organisation’s continuous improvement processes are communicated to stakeholders
1.3.      Ensure that change and improvement processes meet sustainability requirements
1.4.      Develop effective mentoring and coaching processes to ensure that individuals and teams are able to implement and support the organisation’s continuous improvement processes
1.5.      Ensure that insights and experiences from business activities are captured and accessible through knowledge management systems

1.1 – Develop strategies to ensure that team members are actively encouraged and supported to participate in decision-making processes, assume responsibility and exercise initiative as appropriate

By the end of this chapter, the learner should be able to:

  • Take a variety of measures to encourage participation, acceptance of responsibility and initiative within the organisation.

Participating in decision-making processes

If staff members are encouraged to participate in decision-making processes then they will be more likely to take ownership and accept accountability. It is important for the staff members to feel that they have your full support and that their jobs won’t be at risk if wrong decisions are taken. There should be opportunities to make decisions about aspects of work that they are directly related with. An example might involve a staff member who is involved in the manufacturing of business products. They may have the opportunity to make decisions about ways of modifying the process for improved speed and efficiency. The team members will stand the best chance of making good decisions if they have excellent knowledge of the issues being addressed.
The benefits of involving employees in decision-making processes include:

  • Employees feeling that their contributions are valued
  • Increased sense of morale and involvement
  • Increased commitment to the organisation
  • Improved motivation and attitude towards risk taking.

A good model to use with staff is noted below:

Above the line behaviour AccountabilityResponsibility
Ownership
Below the line behaviour ExcusesDenial
Blaming others

You may encourage staff to operate ‘above the line’ by ensuring that they accept accountability for their actions, assume responsibility for organisationaldecision-making processes, and take ownership of their job roles and the consequences of the decisions they make.
Behaviour that is ‘below the line’ usually stems from alack of security or lack of self-esteem. A good manager should empower staff to take responsibility for their actions and decisions, expecting them to operate from ‘above the line’ at all times.

Assuming responsibility

It is likely that there will be some team members within your organisation who aren’t keen on assuming responsibility. This might be because they are afraid of what might happen if they fail or they believe that set tasks are beyond their skill and knowledge levels. However, there are numerous benefits which may be enjoyed by those team members who are willing to take on responsibility. They may take pride in their work and enjoy the praise when tasks are completed to expected standards. Other team members may also notice the willingness to accept accountability and responsibility for successes and failures.
It is important to speak with those people who are reluctant to assume responsibility. You should encourage them to speak openly about any concerns and troubles that they are experiencing in the workplace. You might identify the need for adjustments or praise as a means of encouraging the employees to take greater responsibility. It might be possible to allocate roles which are more in line with the employee’s existing skills and knowledge.
It will be necessary to clarify the responsibilities of each individual employee. You should refer to their job descriptions and ensure that their expectations are clearly stated and understood. It would also be worth creating a job responsibility matrix, detailing the involvement of various employees and tasks which have to be completed.
Here is an example of a responsibility matrix which may be completed:

Sarah Bob Bill Brian
Greeting guests
Accompanying guests to their tables
Presenting menus and taking orders
Serving drinks and meals
Taking payments

You should ensure that employees have the necessary resources and support for the fulfilment of their responsibilities. They should be provided with guidance and assistance when necessary. It will also be important to praise the employees for their contributions and treat them fairly when mistakes are made. However, the employees shouldn’t feel like they are being constantly monitored and scrutinised.

Exercising initiative

It will be important for employees to exercise an appropriate level of initiative as part of the continuous improvement process. They should be prepared to make decisions which involve an element of risk in the knowledge that they will have the support of senior staff members. You should arrange regular meetings and consider other means of encouraging employees to make suggestions. It will also be necessary to praise positive contributions and ensure that the best ideas are implemented. The employees should be encouraged to take responsibility and ownership over the implementation of ideas.
As Microsoft Chairman Bill Gates says, “When employees know that mistakes won’t lead to retribution, it creates an atmosphere in which people are willing to take chances in order to come up with ideas and suggest changes. This environment is important to a company’s long-term success.”
Integrating innovation
There are numerous ways of encouraging innovation within your business. You should be aiming to stimulate employees to come up with new ideas and find ways of overcoming problems. You should have faith in their ability to develop innovative solutions and accept certain amounts of risk. If employees are pressurised and not encouraged to contribute their innovative ideas then there will be a reduced chance of business progress.
Your organisation should have a clear vision and statement of intent, based upon the need for innovation. It will be necessary to provide appropriate training and ensure that your employees have the necessary skills and knowledge to identify and act upon innovative ideas. Technology company 3M allow their workers to allocate 15% of their time to work on the development of innovative ideas and projects outside the scope of everyday work.
There should be guidance from the top of the organisation. Business managers should set positive examples and ensure that employees feel inspired to innovate. They should regularly reinforce the innovation strategy and the role of employees in achieving positive innovative outcomes for the business. There should be recognition for all ideas and a willingness to take action. The culture of innovation should be established and regularly reinforced, so that employees are constantly on the lookout for new ideas and opportunities.
You can inspire innovation in the following ways:

  • Integrate processes and events for the capture of ideas. This might involve the placement of a suggestions box on your business premises. Alternatively you may arrange workshops and brainstorming sessions
  • Ensure that your employees feel able to offer their perspectives and share business ideas without fear of criticism
  • Encourage your employees to explore the industry and take time away from the usual business environment in order to identify opportunities for innovation
  • Encourage your workers to take risks and experiment, despite the risks of failure
  • Encourage the sharing of ideas between employees. This may involve team-working activities, newsletters and intranet messages about the contributions that different workers are making
  • Maintain positive streams of communication with customers and take account of what they are saying about your business. You should make the most of digital technologies to monitor the industry and discover opportunities for innovation
  • Emphasise that all members of your workforce have a role to play in innovation. There will be a greater chance of developing great ideas if all of the employees are encouraged to offer their perspectives
  • Consider the ability of potential employees to think creatively and come up with innovative ideas.

Activity 1A

1.2 – Establish systems to ensure that the organisation’s continuous improvement processes are communicated to stakeholders

By the end of this chapter, the learner should be able to:

  • Use communication systems to address a variety of continuous improvement processes with key stakeholders.

Establishing communication systems

It will be necessary to communicate the organisation’s continuous improvement to stakeholders as a means of demonstrating commitment to the progression of your business. You will be expected to provide details of the objectives which it is hoped that the business will achieve. You should also inform stakeholders of the processes and responsibilities which have been allocated as part of the continuous improvement system. Stakeholders should be aware that continuous improvement is the process of consistently reviewing what is donein search of a better way and improving the organisation in every aspect of its activities.
You may use the following communication systems:

  • Forums and meetings
  • Newsletters and reports
  • Policies and procedures
  • Electronic communication devices.

The continuous improvement processes that may be addressed include:

  • Cyclical audits and reviews of workplace, team, and individual performance
  • Evaluations and monitoring of effectiveness
  • Modifications and improvements to systems, processes, services, and products
  • Policies and procedures that allow an organisation to systematically review and improve the quality of its products, services, and procedures
  • Evaluation of compliance with relevant business legislation
  • Seeking and considering feedback from a range of stakeholders.

Stakeholders may include:

  • Business or government contacts
  • Funding bodies
  • Individuals within the work team
  • Internal and external contacts
  • Organisation’s clients and customers
  • Professional associations
  • Senior management and board members
  • Unions and employee groups.

Communicating continuous improvement

Once the Continuous Improvement Process has been established, it should be communicated to all staff, managers, and departments to get feedback on the process itself and how well it is working within the organisation.
This is one way the organisation can empower the staff and make them further accountable for the entire improvement process.
It is also a good way to help staff and management to become more self-directed in the entire decision-making process.
“There is a lot of talk in management circles today about the need to ‘empower’ people.Empowerment is the process of moving direction and support from outside to inside people – from boss to follower – so that people become more self-sufficient.It means helping people in organisations become their own managers and decision makers.This requires some changes in traditional roles.Some say it calls for ‘inverting the pyramid’.
Traditional organisations are composed of top managers at the top, middle managers and supervisors in the middle, and the people who do the work at the bottom.The responsibility for key decision making traditionally rests with those at the top of the pyramid, while people at the lower levels are expected to carry out these decisions without having a part in making them.
Nowadays, the wisdom of this top-down flow of information and resources is being questioned.There is a growing realisation that the workers on the front lines are the ones whose motivation and commitment really contribute most to quality and service.By sharing more of the responsibility for making decisions with these workers, productivity, quality, and service can be improved.
Such a change from traditional ideas would mean a shift in role for bosses.Managers and supervisors would need to take more of a supporting role and less of a directing one.Thus, the pyramid comes to be inverted.To be carried out effectively, these and other needed changes cannot be simply announced. The change must be managed.”
Ken Blanchard
Continuous improvement processes that are in place within an organisation need to be communicated to all staff at all times.
When staff members are not kept informed of changes in the workplace, they will begin to feel resentment towards the organisation and productivity, loyalty, and accountability will decrease.
Some of the side effects of this can also include:

  • High staff turnover
  • Staff are unmotivated
  • Higher absenteeism
  • Negative impact on the company culture.

Continuous improvement and performance management
You should be aware of the association between performance management and continuous improvement. It is likely that staff members will be resistant to the process of change. This may be because they are used to established working methods or are concerned about the security of their jobs. However, you can increase the levels of commitment and motivation by explaining the reasons for change and objectives that you are hoping to achieve. You should take the opportunity to speak with them, address any concerns, and ensure that all of the necessary resources are in place for the successful implementation of change. Positive employee contributions should be recognised and you should provide regular updates on progress towards the improvement goals.

Activity 1B

1.3 – Ensure that change and improvement processes meet sustainability requirements

By the end of this chapter, the learner should be able to:

  • Implement change and improvement processes in accordance with a variety of sustainability requirements of relevance to the organisation.

Meeting sustainability requirements

You will need to account for environmental sustainability when implementing change and improvement processes. Ideally these processes will have minimal impact on the environment and not damage the reputation of your business in any way.
Sustainability requirements may include:

  • Addressing environmental and resource sustainability initiatives, such as environmental management systems, action plans, green office programs, surveys, and audits
  • Applying the waste management hierarchy in the workplace
  • Complying with regulations and corporate social responsibility considerations for sustainability to enhance the organisation’s standing in business and community environments
  • Determiningthe organisation’s most appropriate waste treatment, including waste to landfill, recycling, re-use, recoverable resources and wastewater treatment
  • Implementing ecological foot-printing
  • Implementing environmental management systems, e.g. ISO 14001:1996 Environmental management systems life cycle analyses
  • Implementing government initiatives, e.g. Australian government’s Greenhouse Challenge Plus
  • Improving resource and energy efficiency
  • Initiating and maintaining appropriate organisational procedures for operational energy consumption
  • Introducing a green office program (a cultural change program)
  • Introducing green purchasing
  • Introducing national and international reporting initiatives, e.g. Global Reporting Initiative
  • Introducing product stewardship
  • Reducing emissions of greenhouse gases
  • Reducing use of non-renewable resources
  • Referencing standards, guidelines and approaches, such as sustainability covenants, and compacts or triple bottom line reporting
  • Supporting sustainable supply chain.

Related Questions and Answers

BSBMGT516 Facilitate Continuous Improvement Learner Workbook Questions and Answers
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BSBMGT516: Facilitate Continuous Improvement Assessment Matrix
BSBMGT516: Facilitate Continuous Improvement Questions and Answers@blueoriginessaywriters.com

Ensuring the sustainability of your business

Sustainable strategies should be followed for the long-term success of your business. They should outline the means of adapting to changes in the economy, society, and professional environment. Comprehensive planning will allow your business to stay ahead of the competition and meet the changing needs of employees and customers. It will enable you to ascertain the feasibility of business ideas and identify issues which could have a significant impact on your organisation. You should take account of the costs that may be incurred over time. It may be necessary to account for training and expected changes in location. You are also encouraged to consider the long-term sustainability of your health and safety policies and prospects of retaining or employing new staff members. Market research and analysis of your financial records may allow for the identification of sustainability issues.

Activity 1C

1.4 – Develop effective mentoring and coaching processes to ensure that individuals and teams are able to implement and support the organisation’s continuous improvement processes

By the end of this chapter, the learner should be able to:

  • Arrange coaching or mentoring as appropriate for implementation of continuous improvement processes.

Coaching and mentoring are very similar and are often used as interchangeable terms.
There are subtle differences, however:

Coach Mentor
A coach will usually focus more specifically on a task or various tasks A mentor is usually always working within the organisation and provides a general ability to assist in the long term
Coaching is usually more technically focussed therefore is not a long term relationship based situation A mentor will usually be someone who has a good working knowledge of the organisation and the job role of the person who is being mentored
Coaching is often provided by way of new employees being allocated a buddy to help them understand their new job role A mentor will usually have the expertise to be able to guide and assist employees in a broad range of matters and situations
Can be applied when a staff member is promoted and they need further instruction on the new job Mentors can provide support and guidance with career progression and general counselling to the person being mentored
Coaching usually ends once the staff member understands their new job role The mentor will usually be a good representation of organisational expectations

Encouraging staff to act as coaches or mentors in the workplace ensures that the person being coached or mentored can learn and grow within the organisation and become more proficient in their job role.
Mentoring and coaching may refer to:

  • Providing assistance with problem-solving
  • Providing feedback, support, and encouragement
  • Teaching another member of the team, usually focusing on a specific work task or skill.

Staff and managers should be encouraged to present ideas and concepts and provide feedback on the relative success or improvement of the Continuous Improvement Process.
Staff may be encouraged to have more input if the services of an internal coach or mentor are utilised. The one-on-one attention should provide the employees with the opportunity to voice their concerns and suggestions in a relaxed and unintimidating manner.
For the coaching and mentoring relationship to work well the following aspects will be important:

  • The person receiving the coaching or mentoring should feel comfortable sharing ideas with the coach or mentor
  • The coach or mentor should be a person that can be trusted
  • The coach or mentor should be familiar with adult learning principles to make sure they understand how best to manage the relationship
  • The coach or mentor should be experienced in what they are coaching or mentoring in
  • The situation should be approved by management
  • Time should be allocated to dedicate to the coaching or mentoring process (e.g. one hour per week or fortnight, or more if time permits)
  • A “Mentoring or Coaching Agreement” should be entered into by both parties
  • Information that is confidentially shared between the parties should remain so
  • The relationship should remain professional at all times, with the coach or mentor not taking advantage of their position of higher knowledge.

“A coach is someone who can give correction without causing resentment.”

Activity 1D

1.5 – Ensure that insights and experiences from business activities are captured and accessible through knowledge management systems

By the end of this chapter, the learner should be able to:

  • Use a variety of knowledge management systems as appropriate for the capture and accessibility of business insights and experiences.

Capturing insights and experiences

It will be necessary to monitor and analyse the success of your business activities in order to establish the effects of any changes that have been implemented as part of the continuous improvement programme. You will be expected to use a variety of knowledge management systems in order to gather, collate, and store information about the business activities.
Knowledge management systems may include:

  • Best practice transfer –the organisation of information about particularly effective competitor business activities. It should be possible to learn and adopt similar strategies for the assurance of success
  • Communities of practice–the gathering of information which is shared between professionals, either in the workplace, or via the internet. It is common for individuals from the same professional areas to gather and share their perspectives and ideas
  • Cross-project learning– the sharing of information between staff members who are working on different projects within an organisation. This system should enable the sharing of information about successes and mistakes which can be repeated or avoided
  • Expert directories–the sharing of information by designated experts within an organisation. These experts may share helpful insights and tips via the business intranet
  • Knowledge brokers’ knowledge mapping – knowledge maps are used for the purpose of identifying the location of information within organisations. They may specify the names and titles of professionals with knowledge of different business areas. The process of knowledge sharing throughout the organisation should also be highlighted
  • Knowledge repositories – usually accessed via digital platforms, these repositories should hold a range of information about relevant organisational topics
  • Measuring and reporting intellectual capital–intellectual capital relates to information that is held by staff members and within business systems. Organisations with relatively large amounts of intellectual capital have a competitive advantage
  • Mentoring–involving the sharing of information and guidance of experienced and knowledgeable employees
  • Post-project reviews–involving the review and analysis of information which has been gathered during business projects as a means of informing future business activities
  • Proximity and architecture – relating to the structure of the organisation and the closeness of employees who may share business information
  • Storytelling –sharing stories which employees are able to relate to and learn from. Experienced employees may recount stories of previous business activities or detail the lessons that have been learnt by other organisations.

Activity 1E

2. Monitor and adjust performance strategies

2.1.      Develop strategies to ensure that systems and processes are used to monitor operational progress and to identify ways in which planning and operations could be improved
2.2.     Adjust and communicate strategies to stakeholders according to organisational procedures

2.1 – Develop strategies to ensure that systems and processes are used to monitor operational progress and to identify ways in which planning and operations could be improved

By the end of this chapter, the learner should be able to:

  • Use systems to monitor and review progress
  • Recognise the various factors that influence how well staff members are performing.

Monitoring operational progress

Many modern organisations have systems in place that monitor and review the progress that is being made in different areas. These areas can include technology, financial, marketing, operations, human resources, and sales.
Performance can fluctuate dramatically within an organisation. Processes and systems need to be monitored to ensure that staff members are functioning effectively. There should also an environment of change and willingness to move with the times.
Strategies may include:

  • Clarification of roles and expectations
  • Communication devices and processes, such as intranet and email communication systems, to facilitate input into workplace decisions
  • Long-term or short-term plans that factor in opportunities for team input
  • Mentoring and ‘buddy’ systems to support team members to participate indecision-making
  • Performance plans
  • Reward and recognition programs for high-performing staff
  • Training and development activities

Operational progress may refer to:

  • Customer service indicators
  • OHS indicators
  • Productivity gains
  • Success in meeting agreed goals and performance indicators.

The following factors can influence the everyday performance of staff members.
Knowledge
The knowledge of staff members can assist their performance. They should have anup-to-date understanding of the industry and complete knowledge of the organisation and its offerings. They should be able to sell their services and/or products or perform their job function in accordance with industry standards.
Attitude
Attitude relates to the staff members and their perception of the organisation. It applies to the ways in which they are treated. If a staff member is treated well and knows that the company has their best interests at heart then their attitude is likely to reflect this. Attitude may be apparent during phone calls, sales pitches,or the presentation of business solutions. It will be necessary to monitor employee attitude at all times to ensure that it is in line with organisational expectations.
Skills
Training gaps and skills shortages should be identifiedas part of the continuous improvement cycle. It will be necessary to ensure that all staff members are fully trainedinroles. Job descriptions and performance management plans should be checked regularly for relevance. They should be updated when necessary.
Current level of motivation
Staff members are only human and humans will have fluctuating levels of motivation. The key is to make sure that they maintain motivation for the longest possible period. The organisation may have some incentives in place to keep them motivated, or provide a ‘time-out’ for them to increase their motivation levels. Staff should be allowed time off when they need it – even if it is leave without pay.
Personal issues
Everyone will be faced with personal issues that can affect their job performance at some stage.These can include divorce, illness, lack of sleep, breakdown of friendships, issues with children, bad hair days, etc.The organisation needs to take these into account and manage them accordingly.
Job security
If staff do not feel secure in their job roles then they are unlikely going to be able to sell the benefits, features, products, or services to a client or prospective client.If there are issues that an organisation is facing that relate to job security then the company should adopt a transparent policy and let everyone know exactly what is going on.
Company culture
Is the company culture dynamic?Exciting?Innovating?Changing?A company that has a negative culture will not attract or retain good people. It is also likely to have poor quality clients. If there is a culture of bullying, major change, or unsettled feelings then staff members will be negatively affected.  Sales staff will inadvertently take this out on the field. It will be evident in telephone conversations with suppliers, vendors, and customers.
Relationships with colleagues
All staff should have a professional relationship with their colleagues.If everyone is happy to help, pitch in, and get a job done, then the effectiveness within a team will increase.

Implementing the review system

Once you have considered the aspects mentioned above then you can implement a review systemfor monitoring the progress of staff members, systems, and policies. It should be possible to adapt, based upon changing markets, changing needs, changing staff, and anything else that can affect the performance of the organisation.
There are some systems that can be utilised by an organisation for theachievement of this. If there isn’t an established system then it may be possible to adaptone that has been used in the past. Alternatively, you may develop a system from scratch based oninput and feedback from staff members.
It is very important for an organisation to recognise that its staff members can often provide the best advice and opinions on developing these systems and policies.
Staffwith hands-on experience should be able to provide valuable input based on objectives and outcomes.
“Attitude is a little thing that makes a big difference.”

Activity 2A

2.2 – Adjust and communicate strategies to stakeholders according to organisational procedures

By the end of this chapter, the learner should be able to:

  • Create a summary of planned changes within the workplace
  • Identify the personnel who ought to be informed of adjustments
  • Communicate to relevant stakeholders using appropriate methods.

Communicating recommendations for adjustments

Organisations that provide a transparent framework for staff and customers alike are more likely to develop trust, reliability, and a sense of strength in the workplace.
People like to know what is going on.They like to be aware of changes, amendments and anything that is likely to have an impact on them. The more aware staff members are of changes in the workplace, policies, systems and anything else that could affect them, the more likely they are to take accountability and responsibility for their actions.
The best way to gather information on recommendations for improvement is to get feedback from customers – both internal, and external.
Some ways to do this include:

  • Questionnaires from clients
  • Questionnaires from staff
  • Feedback forms
  • Surveys
  • Informal feedback received
  • Formal feedback, including complaints(note that complaints should be looked at as an opportunity for improvement.If a complaint is not actioned, then the organisation has passed up an opportunity to improve their processes or procedures)
  • Sales figures(they should provide a good indication of what is going on.If figures are declining dramatically then it may be necessary to investigate reasons why).

This information should be collated and utilised to the advantage of the organisation. Feedback is the constant opportunity to make things better. It is the key to continuous improvement and ensuring the cycle is used to best effect.
Some ways in which the information can then be communicated to the relevant parties includes:

  • Regular meetings with staff
  • Regular meetings with clients
  • Newsletters
  • Blogs
  • Emails
  • Face to face meetings.

You will need to create a plan of action to communicate your findings. Information that is not utilised is information wasted.
Use the feedback as a method to improve the processes, systems, and procedures.
Note that feedback is never a personal attack on a person or the company.It is simply a tool that can be used to enhance and improve what is currently not working.
Feedback can also highlight areas that are working well and this information can also be utilised to implement similar systems or processes in other areas.
“To effectively communicate, we must realise that we are all different in the way we perceive the world and use this understanding as a guide to our communication with others.”

Activity 2B

3. Manage opportunities for further improvement

3.1.      Establish processes to ensure that team members are informed of outcomes of continuous improvement efforts
3.2.      Ensure processes include recording of work team performance to assist in identifying further opportunities for improvement
3.3.     Consider areas identified for further improvement when undertaking future planning

3.1 – Establish processes to ensure that team members are informed of outcomes of continuous improvement efforts

By the end of this chapter, the learner should be able to:

  • Use a variety of communication methods to keep staff members informed of the outcomes of continuous improvement efforts.

Keeping team members informed

It will be necessary to update staff members on the progress and success of continuous improvement. They should be informed of the positive aspects and further improvements that could be made in their own work. The efforts and positive contributions of team members should be recognised for maintained motivation and commitment. The outcomes of continuous improvement may also be measured against established performance indicators and then communicated to the team members.
The outcomes of continuous improvement may be communicated in the following ways:

  • Intranet updates
  • Blogs
  • Newsletters
  • Forums
  • Social media messages

You should ensure that all of the essential details are included when communicating with staff members. It will be necessary to use fairly basic vocabulary, grammatical structures and conventions to ensure that such communications are easily understood. Staff members should also have the opportunity to ask for clarification as necessary.
It will also be necessary to hold face to face meetings with the team members. You should take the opportunity to pose questions and encourage the team members to provide information about their perspectives on the continuous improvement processes. Suggestions regarding possible changes and further improvements should also be encouraged. You should demonstrate the ability to listen attentively and process information. It might be necessary to ask questions to ensure that you fully understand all of the points made by team members.
Opportunities for discussions about continuous improvement may include:

  • General meetings
  • Training and workshops
  • One-on-one meetings
  • Informal workplace tours

Activity 3A

3.2 –Ensure processes include recording of work team performance to assist in identifying further opportunities for improvement

3.3 – Consider areas identified for further improvement when undertaking future planning

By the end of this chapter, the learner should be able to:

  • Use a variety of methods to record work team performance and provide feedback to the employees
  • Evaluate the potential areas of further improvement and maintain the cycle of continuous improvement.

Recording work team performance

There should be a system for the recording of work team performance which can be applied upon the implementation of your continuous improvement programme. You will need to monitor the employees and compare their work against established performance objectives. It will be necessary to identify any problems that have been encountered and aspects of work which could be improved. You will also be expected to provide feedback,detailing information that has been gathered when monitoring the employees. They should be provided with accurate performance data and informed of any work which hasn’t quite met expectations.
Recording of work team performance may include:

  • Annotated performance plans
  • Quantitative data, such as production figures
  • Recommendations for improvement
  • Records and reports

Appropriate means of evaluation

It is quite likely that continuous improvement will have been implemented as a means of meeting different business objectives. However, you might identify alternative strategies, which could speed up the process of meeting your initial goals and stimulate theexpansion of the business. Measurements should be established to find out the relationship between continuous performance and different success criteria. You may be particularly concerned with the effects upon profitability, customer engagement, and growth. You could even benchmark performance against similarly sized rival companies. The benefits of continuous improvement should far outweigh the costs. You should consider the amounts of time and resources that are invested when implementing continuous improvement strategies. There may be a possibility of allocating money for training programmes and equipment which could further enhance your business.
Questionnaires and surveys may be issued to find out whether your continuous improvement strategies are having the desired effect. Members of the workforce may have realised the benefits of continuous improvement methods. However, they may also have ideas which could be implemented for greater efficiency. Data regarding customer complaints and product returns may also be analysed. A thorough evaluation is bound to result in the identification of further opportunities.

Considering areas for further improvement

It is likely that you will identify a variety of further improvements when reviewing the impact of the initial change process. You should refer to established objectives and key performance indicators for the measurement of any success that has been achieved. It should be possible to incorporate any identified areas of further improvement and restart the continuous improvement process so that your organisation continues to make progress.
It might be deemed necessary to make changes in order to avoid the types of mistakes that were made during the initial process. You might also have the opportunity to apply your learnings and incorporate changes that are likely to have a positive impact.

Activity 3B

Summative Assessments

At the end of your Learner Workbook, you will find the Summative Assessments.
This includes:

  • Skills assessment
  • Knowledge assessment
  • Performance assessment

This holistically assesses your understanding and application of the skills, knowledge and performance requirements for this unit. Once this is completed, you will have finished this unit and be ready to move onto the next one – well done!

References

These suggested references are for further reading and do not necessarily represent the contents of this unit.
Websites
Employee involvement in decision making:
https://www.boundless.com/management/textbooks/boundless-management-textbook/decision-making-10/managing-group-decision-making-81/employee-involvement-in-decision-making-390-402/

6 reasons to involve employees in decision making:
https://www.peterstark.com/key-to-engagement/

Helping people take responsibility:
https://www.mindtools.com/pages/article/taking-responsibility.htm
Encouraging responsibilities:
https://sielearning.tafensw.edu.au/toolboxes/toolbox316/ip/ip_c03.html
Team initiative exercises:
http://smallbusiness.chron.com/team-initiative-exercises-25031.html
Team building exercises:
https://www.mindtools.com/pages/article/newTMM_52.htm

Communication: Making Quality & Process Improvement Visible:
https://www.benlinders.com/2011/communication-making-quality-process-improvement-visible/

Communicating continuous improvement:
https://sielearning.tafensw.edu.au/toolboxes/toolbox316/ci/ci_c16.html
KM tools:
http://www.knowledge-management-tools.net/knowledge-management-systems.html
Knowledge management system (KMS):
https://www.techopedia.com/definition/7962/knowledge-management-system-kms

Communication: making quality & process improvement visible:
https://www.benlinders.com/2011/communication-making-quality-process-improvement-visible/

Performance management: how to make or break a continuous improvement initiative:
http://www.kepner-tregoe.com/blog/performance-management-how-to-make-or-break-a-continuous-improvement-initiative/

 
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MGT 8033 LEADING ORGANISATIONAL CHANGE MANAGEMENT ASSESSMENT QUESTIONS AND ANSWERS

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Assessment detail

Description Marks out of Wtg (%) Due Date Notes
ASSIGNMENT 1 100 50 23 Apr 2019

 

Assessment guidelines

Two written assignments have been set to test your competence in understanding and applying the significant concepts and material presented in this course.  The purpose of the assignments is to enable you to:

  • apply critical thinking to evaluate, synthesise and critically review the material presented in the course
  • relate the material to a context that is relevant and of interest to you
  • support your career development by enhancing your competence in leading organisational change

More specifically, the assessment is aligned with the objectives of the course. These objectives are detailed within the course specifications.  You can access the course specification on the USQ Study Desk.  Each assessment item is based on a range of tasks that attempt to relate the material in both theoretical and practical terms.
To be assured of receiving a passing grade a student must achieve at least 50% of the total weighted marks available for the course.

Assignment assistance for business students

Study Support
This USQ webpage is designed to offer study support to assist you in successfully completing your assignments and may be particularly useful to students who are returning to study.  Always remember, however, to read your assignment instructions very carefully as your course examiner may require specific formats and layouts.
Study Guides and Strategies
This site covers many aspects of learning – study and writing skills, project management assignment, evaluating web sites and more. You can choose to view the contents in any one of 30 languages!
How do I search the Databases?
Try the USQ Library’s Database Guides. You may also find the following link useful to you: <https://usqstudydesk.usq.edu.au/m2/course/view.php?id=3636>.
Use this link to understand how to search and evaluate scholarly information and peer review resources at the libraryhttps://www.usq.edu.au/library/study-support/assignments/finding-information.
How do I avoid plagiarism?
Plagiarism is taken very seriously at universities so make sure you are aware of what constitutes plagiarism. You must familiarise yourself with this information on the following site:https://www.usq.edu.au/library/referencing/plagiarism
Also, you may find the information from the University of New South Wales useful – ‘The Path to Avoiding Plagiarising’.
Style Guide for all Referencing
Harvard AGPS referencing is required.  Refer to the USQ Library website for details.
Use the Submission Links provided on the StudyDesk to submit your assignments!A Turnitin report will be generated when the assignment is submitted. 

Individual Written Assignment 1 (Part 1 and Part 2)

Description Total Markout of Total Wtg% Due date
Part 1: Leading Change SurveyPart 2: Case study (2400 words) 100(Part 1 & 2) 50(Part 1 & 2) 24 Apr 2019(11.55pm AEST)

Guidelines for Assignment 1 (Part 1: Leading Change Survey)

  1. Students are required to complete the Leading Change survey (the link is provided on the Study Desk) and generate their individual Leading Change Report. The survey will take roughly 10 – 15 minutes to complete. Clear instructions regarding the Leading Change survey are already provided on the study desk. You are free to do and redo the Leading Change survey as many times as you like.
  2. A Leading Change report will be generated for you with one identified Leading Change result based on your answers. You will find that there are a total of three possible leading change styles. We do not intend to limit the leading change styles to only three (but it is a good start!!!).Even you believe you only belong to one Leading Change style; we suggest that you also find out what the other styles are and how they may interact with you (or how you may interact with them). The purpose of this survey is to make you aware that there are different leading change behaviours and how these may be applied for developing leading change strategies in the change management process. Please refer to Hayes (2018) Chapter 9. The role of leadership in change management for further information.
  3. To prepare for Part 2 of Assignment 1 (as well as for Assignment 2), please make a note of your leadership style(s) in your Leading Change report(s).

Guidelines for Assignment 1 (Part 2: Case Study)

You should write the case study in such a way that you start your answers from line 1.  That is, there are no need too large introductions that we see in essays.  You should apply the principles you have learned from the lecture material/readings that are specific to the case study.  The case study answers should be written in narrative form (i.e. sentences must be used, avoid bullet points), and should be 2400 words, give or minus a 10% margin only and 1.5 line spaced.  You must include a list of references at the end of the case.  As a postgraduate student, you must be able to demonstrate your research and analytical skills through the assignments. More marks are gained by the quality of research applied in practice and the overall quality of the answer.  Please Note: Overall word count does not include Tables and Figures which you are free to use if required. You should include in your case study:
 

  1. A template for Case Study has been provided on the study desk. It includes: cover sheet with your Name, Student Number, Course Name, Course Examiner, Semester and Date of Submission and the Marking Criteria Sheet;
  2. You must use the Template provided in the StudyDesk for your answers to the Case Study. Please save your answers in the Template as a word document (.doc or .docx) and submit it via the link on the StudyDesk. Your assignment will be sent to Turnitin for checking your writing for citation mistakes or inappropriate copying. You will receive a Turnitin report stating your similarity percentage. If your actual percentage is higher than 20% (i.e. the actual content excluding cover sheet, headings and reference list etc.), you should seriously consider revising your assignment;
  3. Please quote the relevant texts and readings to support your answers. Answers in the narrative section of your case answer unsupported by readings will be regarded as guesswork and generalisations and will not pass the case assessment;
  4. If you feel you need to attach some other interesting report or facts not required in the main body of your case answer, please add this as an appendix. Then in your text close to where you discuss this, you should add in brackets (Please see Appendix 1) – for example.  Please see the Style Guide at the end of this assessment file for how to use references in your case studies.  Task/Questions for the case can be found at the conclusion of the case study.
  5. You must use Times New Roman 12 point font, 1.5 line spacing and 2.5cm left and right margins throughout the report.

 

Case Study

Problem Statement:
You need to consider how you will identify the range of issues and problems in the following problem statement:
Wong Manufacturing Company (WMC) ©
Please Note:  this problem statement is fictional.  Any resemblance to actual names and places is purely coincidental.  The case problem is for the advanced study of MBA and Masters Students studying Leading Organisational Change.
WMC is a 55-year-old company founded by Sofea Wong (with financial assistance and business guidance from her parents) in the early 1960s in Malaysia.  The principal business is in manufacturing and selling wholesale cotton and wool fabric to local retailers and buyers, including designers in Malaysia.  Before setting up her manufacturing business, Sofea had travelled the world and spent about 10 years in Australia studying and working in the Australian textile industry in Sydney and rural New South Wales.  It is from this experience that Sofea developed relationships with cotton and wool growers and saw an opportunity to source high-quality cotton and wool raw materials from Australia and use these to create a high-quality fabric manufacturing business in Malaysia.  Despite taking advantage of Malaysia’s lower cost wages, Sofea had always paid her staff above the local wage regulations which quickly earned her respect from her employees.  She also gained respect and admiration from local retailers and designers.  Sofea had established a highly successful local company based on strong family values that had always been well respected.
Sofea’s employees always enjoyed working for her, and she had created and implemented many employment reward systems that were ahead of her time.  She implemented sick leave, holiday pay, rostered days off and child minding facilities as her workers were from poorer working families.  Tradition and tales about the company were perpetrated over the years to the extent that Sofea became a larger-than-life personality and everyone knew about her early years and beginnings of the company.  Everyone knew how she worked hard and how she treated all staff like family members.  There were many media articles and events that favoured Sofea and her successful business.  The WMC factory in Kuala Lumpur had grown to a workforce of over 1000 workers throughout the 1970s.  However, by the mid-2000s staff numbers had been substantially reduced to about 600 employees.  It was at this time that Sofea was suffering ill-health and was forced to hand over her business to her daughter Hana.
Hana had grown up in this business and knew all aspects of manufacturing.  Both Sofea and Hana made business decisions together, and they employed the same business practices.  Like her mother, Hana had the respect of all employees, suppliers, retailers and designers.  During this time, the common business characteristics were high quality manufactured fabrics using unique fabric processing in the manufacturing of high-quality wool and cotton from rural New South Wales Australia.  All of WMC’s sales were to local industry retailers and local designers with the consistent employee and customer loyalty and with relatively slow but consistent growth.  Since, the mid-2000s WMC has been challenged by increasing low-cost – high polluting suppliers from other countries exporting poor quality and low-cost fabrics and garments in high volumes into Malaysia.  All of this has had an impact on the perception of quality, manufacturing, excessive pollution and reduced safety and employee standards – both in Malaysia and from importing countries.  The high pollution and environmental impacts of all manufacturing were being discussed at the industry level and in the media.
To assist Hana to operate the business she employed her two children: her daughter Mira and son Ryan.  Both siblings had been educated in Malaysia and at Sofea’s insistence – they completed Masters of Business Administration degrees in Australia.  In addition to their formal education, Ryan had also completed a post-graduate degree in fashion design in Sydney.  In more recent times, Mira had been more vocal for change at WMC and Ryan had supported a move to increase the value-added component of the design, customer reach and product depth from essentially large-batch production of cloth to making designer clothing for larger international markets.  This meant forward integration by not only manufacturing the textile cloth but also moving to a new manufacturing stage of making and supplying retail firms with designer garments. To accommodate this change in the manufacture, the siblings decided that a more environmentally efficient production that will reduce energy and water consumption, reduce waste, and implement recycling of products was the key to improving efficiencies at WMC.  Mira and Ryan were very keen to be socially and environmentally responsible and increase awareness through their actions.   Mira had introduced to the Board Members the idea of exporting to China, Japan and Indonesia the large-batch production output while simultaneously supplying designer and retail outlets across the world.  In this discussion, they portrayed their idea of a new and revised manufacturing plant with improved technology that would reduce their environmental ‘footprint’ and promote environmentally sustainable outcomes at WMC.
This conflicted somewhat with the view that cheap imports would hold sway and that customers wanted low-cost products from China and Bangladesh with the Board often pointing to low-cost retailers such as Cotton-On in Australia and JC Penny in the United States of America (USA).  Mira and Ryan were persistent in pointing out the opportunities for WMC to sell directly to customers via the web and to implement business to Business (B2B) relationships with quality seeking buyers and the opportunity to provide products that considered the environment in its production.
Ryan had also highlighted the increasing need for more visibility at Malaysian Fashion Week attracting up to 50,000 clients.  Increasingly, Mira had identified problems with manufacturing safety and control issues and pollution in countries like Bangladesh with major brands such as Benetton in Italy, H&M from Sweden, Nike, JC Penny and Walmart in the USA, David Jones and Myer in Australia seeking alternative suppliers.  According to Mira, WMC could take advantage of their name by building new relationships with retailers and designers since many were looking for long-term relationships of quality suppliers and the reliability that comes with large volume fabric and garment production.  Mira and Ryan also wanted to influence their suppliers to assist them to consider their environmental impact as well.  Basically, Mira and Ryan were trying to drive growth and increase spending (in the short term) to implement environmentally sound production practices, and this has led to disagreement with Board members.  At stake was WMC’s traditional approach to manufacturing positioned around large-batch production in cotton and wool textiles and fabrics to making the designer and retail garments – without consideration of the natural environment!  This promoted many Board members to comment privately that Mira and Ryan were trying to be “too smart too soon” arguing the company would not cope.  Similarly, product and manufacturing change needed to be supported by dramatic staff decreases and management restructuring to streamline cost and efficiency, manage two-way product stretches between the old and new production, improve their environmental impact while tackling competition from other suppliers.
While Hana and Sofea were immensely proud of their children and grandchildren, in a short period of time they had created mayhem in the management ranks prompting local analysts to downgrade the value of company stock and medium to long-term outlook.

Task Required:

Based on less than perfect information supplied about the WMC problem statement, you are required to act as an external change consultant to assist WMC to address the issues and challenges:

  1. Pretend that you were Mira/Ryan and use your Leading Change Style that you generated from the Leading Change survey as a guide. Reflect and very briefly describe how your individual leadership style might help to 1) contribute and enhance your general work team, and 2) lead to the successful outcome of a change process at WMC? Answers for this part of the question may be written in first person style (i.e. I or We). You may be required to make realistic and practical assumptions (400 words). You may use and read Hayes (2018) Chapter 9, The role of leadership in change management for further information.
  2. Now continue your external change advice to the Board, develop at least further five (5) realistic assumptions that you can add to the issues and problems expressed. These might typically be related to management, change processes, managerial information systems, technology, competitors, Customer’s and so on.  Use at least two (2) sentences to describe each assumption (200 words).
  3. Referring to Hayes (2018) Chapter 3 and Worley&Mohrman2014 (Reading 5) analyse how WMC anticipated the need for change. Which typology of change (using Figure 3.4 Types of Organisational Change p.55) might best describe the approach that WMC should adopt and justify your answers?  (600 words).
  4. With reference to the indicators of effectiveness (Hayes 2018, Chapter 4), explain how WMC has or has not been effective and put forward your arguments on how this can be improved. (600 words)
  5. In reference to and reflect on your learning from Hayes (2018) Chapter 10 and Malhortra&Hinings2015 (Reading 9)justify the importance of enlisting support from key stakeholders. What advice would you give to WMC at this time? (600 words)

Please Note: The above word counts are a guide only. The total word count should strictly adherence to the overall word limit with a 10% margin either way. Use a minimum of 12 references (including the ones listed above) to support your answers. You may also cite the Leading Change survey as one of your references.

Style Guide References

Refer to the Harvard AGPS referencing advice on the StudyDesk in the Assignment section.
Remember to use good quality peer-reviewed journal articles and textbooks in your case study.
Assignment Extension Statement for MGT8033 Students
This statement sets clear expectations regarding assignment extensions and how they will be administered for MGT8033.
Granting of an assignment extension is considered a significant concession. You must have a compassionate and compelling circumstance to seek an extension.
You must approach the Course Examiner by email for an extension at any time up to the assignment deadline.
An assignment submitted after the deadline without an approved extension of time will be penalised. The penalty for late submission is a reduction by 5% of the maximum Mark applicable for the Assignment, for each University Business Day or part Business Day that the Assignment is late. Therefore, for example, for MGT8033 Assignment 1is worth 100 Marks and the consequent penalty will be 5 Marks for each university day, or part day, late. An assignment submitted more than ten University Business Days after the deadline will have a Mark of zero recorded for that Assignment.
If you need to apply for an extension you must do so by emailing the course examiner and include appropriate accompanying documentation – such as medical certificates, death certificate, police reports, employer letter verifying the change of employment demands, inability to provide supporting documentation will result in requests for consideration being denied. All documentation must be provided at the time of the request. Your extension request and all supporting documentation must be submitted electronically via email to the course examiner.
Check this link for full details of compelling and compassionate circumstances and the types of acceptable documentation http://policy.usq.edu.au/documents/131150PL.

 
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