MGT 8033 Leading Organisational Change Assessment

Assessment File for MGT8033

Assessment Details

Description	Marks out of	Wtg (%)	Due Date	Notes
ASSIGNMENT 1	100	50	24 Apr 2019
ASSIGNMENT 2	100	50	12 Jun 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, synthesis 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

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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 library https://www.usq.edu.au/library/study-support/assignments/finding-information.

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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 Study Desk 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 Survey  Part 2: Case study (2400 words)	100(Part 1 & 2)	50(Part 1 & 2)	24 Apr 2019(11.55 pm 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 behaviors 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 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 is no need to 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 of the Case Study. Please save your answers in the Template as 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 answers 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 principle 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 perpetuated 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 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 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 was being discussed at industry level and in the media.
To assist Hana 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 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 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 were also wanting 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 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 stream-line cost and efficiency, manage two-way product stretches between the old and new production, improve their environmental impact while tackling competition from other suppliers.

 

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Mapping	Notes	Date
Supersedes      and       is       equivalent      to BSBSUS501A – Develop workplace policyand procedures for sustainability	Updated    to     meet    Standards     for Training Packages Minor edits toclarify performance criteria	25/Mar/2015

About BSBSUS501 Develop workplace policy and procedures for Sustainability

Application
This unit describes the skills and knowledge required to develop and implement a workplace sustainability policy and to modify the policy to suit changed circumstances.
It applies to individuals with managerial responsibilities who undertake work developing approaches to create, monitor and improve strategies and policies within workplaces and engage with a range of relevant stakeholders and specialists.
No licensing, legislative or certification requirements apply to this unit at the time of publication.

Unit Sector

Industry Capability – Sustainability

Elements and Performance Criteria

ELEMENT	PERFORMANCE CRITERIA
Elements      describe      theessential outcomes.	Performance     criteria     describe     the     performance    needed     todemonstrate achievement of the element.
1.       Develop           workplace sustainability policy	Define scope of sustainability policy  Gather information from a range of sources to plan and develop policy   Identify and consult stakeholders as a key component of the policy development process   Include appropriate strategies in policy at all stages of work for minimising resource use, reducing toxic material and hazardous chemical use and employing life cycle management approaches   Make recommendations for policy options based on likely effectiveness, timeframes and cost   Develop policy that reflects the organisation’s commitment to sustainability as an integral part of business planning and as a business opportunity   Agree to appropriate methods of implementation, outcomes and performance indicators
2. Communicate workplace	2.1 Promote workplace sustainability policy, including its expected

 

sustainability policy	outcome, to key stakeholders  2.2 Inform those involved in implementing the policy about expected outcomes, activities to be undertaken and assigned responsibilities
3. Implement workplace sustainability policy	Develop and communicate procedures to help implement workplace sustainability policy  Implement strategies for continuous improvement in resource efficiency   Establish and assign responsibility for recording systems to track continuous improvements in sustainability approaches
4. Review workplace sustainability                 policy implementation	Document outcomes and provide feedback to key personnel and stakeholders  Investigate successes or otherwise of policy   Monitor records to identify trends that may require remedial action and use to promote continuous improvement of performance   Modify policy and or procedures as required to ensure improvements are made

 Foundation Skills

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

Skill	Performance  Criteria	Description
Reading	1.1, 1.2, 4.2, 4.3	·         Identifies, analyses and evaluates complex textual information to determine legislative and regulatory requirements, trends and outcomes
Writing	1.2-1.7, 2.1, 2.2, 3.1,3.3, 4.1, 4.3, 4.4	·         Researches, plans and prepares documentation using format and language appropriate to context, organisational requirements and audience
Oral Communication	1.2, 1.3, 2.1, 2.2, 3.1,4.1	·         Presents information and seeks advice using language appropriate to audience·         Participates in discussions using listening and questioning to elicit the views of others and to clarify or confirm understanding
Numeracy	1.5, 4.3	·         Interprets and uses mathematical equations to

 

		calculate numerical information relating to time durations and costs
Navigate        the world of work	1.1-1.6, 3.1, 4.4	·         Develops, monitors and modifies organisational policies and procedures in accordance with legislative requirements and organisation goals
Interact        with others	1.2, 1.3, 2.1, 2.2, 3.1,3.3, 4.1, 4.3	·         Selects and uses appropriate conventions and protocols when communicating with internal and external stakeholders to seek or share information·         Plays a lead role in consulting and negotiating positive outcomes with a range of stakeholders
Get the work done	1.2, 1.4-1.7, 2.3, 2.4,3.1, 3.2, 3.3, 3.5, 3.6, 4.1, 4.3, 4.4	·         Plans, organises and implements work activities of self and others that ensure compliance with organisational policies and procedures, and legislative requirements·         Sequences and schedules complex activities, monitors implementation, and manages relevant communication ·         Uses systematic, analytical processes in relatively complex, situations, setting goals, gathering relevant information, and identifying and evaluating options against agreed criteria ·         Evaluates outcomes of decisions to identify opportunities for improvement

 

Unit Mapping Information

Code and title  current version	Code and title  previous version	Comments	Equivalence status
BSBSUS501 Develop workplace policy and procedures                for sustainability	BSBSUS501A Develop workplace policy and procedures                                         for sustainability	Updated to meet Standards for Training Packages  Minor edits to clarify performance criteria	Equivalent unit

 

Assessment requirements Performance Evidence

Evidence of the ability to:

• scope and develop organisational policies and procedures that comply with legislative requirements and support the organisation’s sustainability goals covering at a minimum:
• minimising resource use
• resource efficiency
• reducing toxic material and hazardous chemical use
• employing life cycle management approaches
• continuous improvement
• plan and implement sustainability policy and procedures including:
• agreed outcomes
• performance indicators
• activities to be undertaken
• assigned responsibilities
• record keeping, review and improvement processes
• consult and communicate with relevant stakeholders to generate engagement with sustainability policy development, implementation and continuous improvement
• review and improve sustainability

 
Note: If a specific volume or frequency is not stated, then evidence must be provided at least once.

Knowledge Evidence

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

• outline the environmental or sustainability legislation, regulations and codes of practice applicable to the organisation identify internal and external sources of information and explain how they can be used to plan and develop the organisation’s sustainability policy
• explain policy development processes and practices
• outline organisational systems and procedures that relate to sustainability
• outline typical barriers to implementing policies and procedures in an organisation and possible strategies to address.

Workplace Sustainability Policies and Procedures

Developing workplace sustainability policy Define scope of sustainability policy
When a workplace is following ‘best practice’ policies, they often need to be developed to include
monitoring, evaluation and entrench continuous improvement. Every larger organisation needs to have an environmental policy, to help ensure they are being held accountable to the required legislative and regulatory guidelines.
The environmental policy is a key document in the life of an organisation, but is usually just one page in length. This policy sets out in broad terms what the organisation will do in relation to environmental issues, complying with environmental law and protecting the environment. It should be signed off by the CEO or Chairman of the Board of Directors to demonstrate commitment from the top of the organisation. Most corporate policies are available on the company’s website and are commonly repeated in the annual report.
In general, when writing a policy, you should keep in mind the size and specific needs of the organisation. Policies should be clear and concise – don’t include lengthy processes or procedures that will be difficult to maintain or comply with.
The structure for policy documents will vary from organisation to organisation, but some common elements include the following:

• Purpose statement – the context of the policy, why it is required
• Scope – the application of the policy (particular location, work group, )
• Procedure – how the policy is implemented
• Roles and responsibilities – who is responsible for the implementation of the policy
• Legislation – reference any legislation that the policy specifically complies with A sustainability policy should:
• Have a commitment to continuous environmental improvement
• Ensure the company complies with relevant environmental jaws
• Indicate that the company’s environmental objectives and targets are reviewed on a regular basis
• Provide adequate communication to staff and the public
• Come from the highest level in organisation
• Be available to the public
• Comply with relevant legislation
• Have a commitment to:
• Continual improvement
• Review of environmental objectives and targets
• Communication

Existing quality and OHS policies also need to be reviewed or re-written to be integrated with environmental policies to ensure they capture sustainability objectives.
An organisation that has made a decision to develop an environmental sustainability policy (ESP) must start by identifying which parts of the organisation the policy will apply to. Is it intended for the whole organisation, one work area or project, or a combination of these?
Next, it must be determined whether the organisation will take an integrated approach to sustainability or focus on one particular aspect. An integrated approach may include social, environmental and corporate governance aspects. This Study Guide focuses on environmental aspects only.
The other issue to consider is how sustainability initiatives will be addressed. There are numerous approaches to implementing sustainability initiatives in the workplace.
The approach illustrated throughout this Study Guide uses ISO 14001 principles as the relevant Standard to develop and implement an environmental sustainability policy (ESP).

Gather information from a range of sources to plan and develop policy

The knowledge gained from conducting various types of research will help formulate appropriate policies and procedures; therefore it is important to gather information from a range of sources  prior to developing an ESP.
ISO 14001:2004 and ISO 14004:2004
As a starting point, the Australian and New Zealand Standard ISO 14001:2004 and ISO 14004:2004 provide guidelines for developing and implementing an environmental management system. If you
haven’t already obtained copies of these Standards, now is the time to do so.
Two centuries of industrial development have made life better for many people in ways that have sometimes been unimaginable². Increasing industrial activity also brings, however, increasing damage to the physical environmental systems and social fabric on which our wellbeing depends. As a leader of the future, you need to be able to lead a different kind of development, one which meets people’s needs without compromising our future. You need to take full account of the social, economic and environmental impacts of your decisions over the long term. Including sustainability in your business case can provide both opportunities and strategic direction in this important area.
A key role of sustainability champions is the development of company policy. Overseeing the implementation, review and evaluation of that policy is also essential. The whole process may be termed ‘strategic planning’.
The first step in the strategic planning process for sustainability or environmental improvement is the development of policy. Your sustainability policy may be an over-riding statement dealing with all aspects of environmental sustainability: waste reduction, water and energy conservation and related greenhouse gas reduction, working with your suppliers and customers in more sustainable ways. On the other hand, it may deal with just one of these aspects to begin with. The scope of the policy will be determined by criteria such as costs, time, business constraints and opportunities, all  of which should be weighed up by key stakeholders.
Your policy may also take into account the ‘social’ aspects of the triple bottom line through the inclusion of corporate responsibility aims. Look at the ‘Fact sheet: Corporate social responsibility‘. A business policy should include the economic aspect of the triple bottom line.

 

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