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Need help with my MBA401 assessment. I need it by Sunday 4 pm (ACST).  For part A you need to provide a mind-map. I have provided few examples for this. Please refer to them to get an idea. Both part A and B are based on same company. For part B - The assessment must be very well written and the assessment manual need to be followed thoroughly. I have also provided the lecture slides so that you know which initiatives/models to write about. There can't be any plagiarism as it will be checked for plagiarism and I would need the plagiarism check report. Please follow the assessment manual and word limits for each section carefully. Reference properly. Only those who can actually do it properly message me because if this goes well I will take your help for more assessments. MBA401 People, Culture and Contemporary Leadership Workshop Week 1 Driving Organisational Performance through People COMMONWEALTH OF AUSTRALIA Copyright Regulations 1969 WARNING This material has been reproduced and communicated to you by or on behalf of Kaplan Business School pursuant to Part VB of the Copyright Act 1968 (the Act). The material in this communication may be subject to copyright under the Act. Any further reproduction or communication of this material by you may be the subject of copyright protection under the Act. Do not remove this notice. 2 This subject aims to: • detail the key concepts in managing the human resources within an organisational system • explain how to evaluate and apply human resource considerations when making business decisions in line with an organisation’s strategic goals • provide an overview of current models of talent management, culture change, and the ethics of people management • list and explain contemporary approaches to leadership • provide students with the opportunity to practice leadership across a variety of domains. MBA401 Workshop Objectives LO1 • Discuss why people are an important resource that should be understood and measured. LO2 • Explore the role that Human Resources play in maximising the contribution people make to organisations. LO3 • Explain why successful organisations need to have a range of performance measures in place. What is Organisational Performance? A complex relationship involving seven performance criteria: effectiveness, efficiency, quality, productivity, quality of work, innovation and profitability. (Rolstadas, 1998) Performance should consider quantifying the efficiency and effectiveness of actions (Neely, 2002) “Performance management is a complete process which throws light on the overall organisational performance to the departments and at the employees’ level” (McNamara, 2006) Multidimensions of Organisational Performance • In recent years, organisations have attempted to manage performance where it can be measured in areas such as: • Financial performance (e.g. shareholder return) • Customer service • Social responsibility (e.g. corporate citizenship, community outreach) • Employee stewardship Introduce Yourself 7 GROUP ACTIVITY: • Which organisations have you worked for? • Were they good to work for? (why or why not) • All organisations rely on the availability and effectiveness of three kinds of resources: finance, technology and people. • Human Resources (HR) are almost always the key ingredient for organisational success. • People are the most unpredictable factor, and often the largest ongoing cost factor. They may also be the most valuable asset in any organisation. • Both the nature of work and workplaces are currently transforming. People and Organisations The Strategic View of People • Employees are human assets. – Increase in value to organisations when investments of appropriate policies and programs are applied. • Effective organisations recognise that employees have value. – Much as organisations’ physical and capital assets have value. • Employees are a valuable source of sustainable competitive advantage. Zappos 10 GROUP ACTIVITY: https://www.youtube.com/watch?v=ifV7Pn-zIxU • In groups of 4 or 5 discuss the following question: What are the key lessons we can learn from Zappos about people and organisations? • Elect someone to report the highlights back to the class. https://www.youtube.com/watch?v=ifV7Pn-zIxU Driving Performance Through People Management • Getting people management right is vital in driving long-term performance of an organisation. • Five key insights for HR practitioners to adopt that support/drive organisational performance: – Anticipation – Organisational values – Alignment – Simplicity – Sustainability Employee Value Proposition • Employee Value Proposition is an ecosystem of support, recognition, and values that an employer provides to employees to achieve their highest potential at work. https://blog.smarp.com/6-steps-to-build-your-employees-value-proposition (Bin, Klein & Whitworth, 2020) https://blog.smarp.com/6-steps-to-build-your-employees-value-proposition The Link Between Organisational Performance and People High-performing organisations are better places to work because people are more satisfied with their working conditions, more engaged with their organisation and generally happier at work. High-performing managers see that helping staff reach their full potential while achieving the organisation's aims is good for people and good for business. High Performing Workplaces (HPW) • High-performing workplaces (HPWs) differentiate themselves through the value-adding performance of leaders and managers at all levels. • They understand the bottom-line value of investing a significant proportion of their time in people. • Their value is strongly associated with attention to the organisation's ‘intangible' assets such as: – Culture, morale, staff skills and innovation capability – Financial and other quantitative measures of performance What Do High-performing Managers Focus Their Attention On? • Where the day goes – Time allocation – Personal agenda reflects the key objectives • Focus on people – Employee engagement and staff satisfaction – Plenty of informal performance feedback • Communication matters – Consult with staff – Masterful in effective communication • Cultural considerations – More than ‘the way we do things around here' – Culture is continually evolving Performance Through People Seven Steps to Performance Through People 1. Leadership that moves people 2. People relationship management 3. Alignment and communication 4. Training 5. Rewards and recognition 6. Measurement 7. Technology High Performance Workplace 18 GROUP ACTIVITY: • In groups of 4 or 5 come up with at least one high-performance workplace and discuss why you have selected it. • Elect someone to report the highlights back to the class. Looking at Organisational Effectiveness • Helicopter View – Ability to rise above the specifics of a particular situation and to see it in its overall context and environment • Binocular View – Ability to focus more narrowly, segment by segment, but in greater detail Measuring People’s Contribution • Measurement is not solely the domain of finance and accounting. • Understanding the ROI of human capital helps to determine how to invest most effectively. • Use metrics and analytics to help predict how people contribute to organisational performance and to manage organisational talent. Role of Metrics • Quantitative measures of the costs or benefits of aspects of HR processes. • Measurement standards and benchmarks. • Important to a range of stakeholders for different reasons. • It is a complex task. • There are issues of causality. • Pitfalls include linkage, lack of understanding of value, and difficult to implement measures. Measuring Productivity and Success 1. Balanced Scorecard (BSC) 2. Management by Objectives (MBO) 3. Measuring Productivity Quantitatively 4. 360-Degree Feedback 5. Measuring Sales/Service Productivity 6. Time Management Productivity 7. Measuring Productivity by Profit Measuring productivity and success is a continual process – not a one-off Balanced Scorecard (BSC) https://balancedscorecard.org/bsc-basics-overview/ https://balancedscorecard.org/bsc-basics-overview/ Advantages of BSC https://www.latestquality.com/advantages-of-balanced-scorecard/ https://www.latestquality.com/advantages-of-balanced-scorecard/ Management by Objectives (MBO) • Performance management seeks balance between the objectives of employees and the objectives of an organisation https://corporatefinanceinstitute.com/resources/knowledge/strategy/management-by- objectives-mbo/ https://corporatefinanceinstitute.com/resources/knowledge/strategy/management-by-objectives-mbo/ 360-Degree Feedback In 360-degree feedback, the peers, subordinates and managers (and often the clients – depending on the industry) fill in a questionnaire describing the employee's performance https://www.ccl.org/articles/leading-effectively-articles/how-to-implement-360-feedback-initiative/ Measuring Organisation Effectiveness? 28 GROUP ACTIVITY: In groups of 4 or 5, using Zappos as an example: Discuss how you could use the tools we’ve discussed to measure their effectiveness. Measuring Organisation Effectiveness • Lagging indicators • Leading indicators • Measures and plans • Is the real purpose engaging people? Other HR Measures “Efficiency is doing the thing right; effectiveness is doing the right thing.” Doing the right thing at the right time and having people responding in a positive way is a win-win-situation. (Drucker, 2006) https://www.peoplestreme.com/blog https://www.peoplestreme.com/blog HR Measures 31 GROUP ACTIVITY: In groups of 4 or 5, select TWO of the HR measures and discuss: • What the measure means? • How is it calculated? • Why is it valuable? • How can it be implemented (and monitored) within an organisation? • https://www.youtube.com/watch?v=BP_cSA9UhH0 Video – Employee Turnover https://www.youtube.com/watch?v=BP_cSA9UhH0 Employee Turnover 33 GROUP ACTIVITY: In groups of 4 or 5, discuss: • What does employee turnover mean? • What are the advantages and disadvantages of turnover as a measure? Strategic HRM • Strategic human resource management (SHRM) emphasises the need for HR plans and strategies to be: - Formulated within the context of overall organisational strategies and objectives - Responsive to the changing nature of the organisation’s external environment - Aligned with the organisational strategy • Workforce planning • Employment law • Talent attraction and selection • Talent development • Succession planning • Training and development • Performance management • Reward management Operational HRM Operational/SHRM 36 GROUP ACTIVITY: In groups of 4 or 5 focus on one operational HRM area. • Develop an argument as to why your allocated function is the most important one of all. • How does it contribute to SHRM? • Select someone from your group to present this back to the class. Ulrich’s 4 Roles Model https://blog.mettl.com/managing-hr- roles-david-ulrich-model/ "People too often see the structure part of theories as a ‘solution’ – something which, once implemented, will automatically deliver brilliant HR. As with anything, the reality is of course much more nuanced. As with anything, it’s often not what you do, but how – or rather how intelligently – you do it" (Ulrich, 1996) https://blog.mettl.com/managing-hr-roles-david-ulrich-model/ Basic Principles of ‘Ulrichism’ • Define a clear role for HR. • Understand how it provides competitive advantage for the organisation. • Create a structure that delivers value. • Then measure it. 3 Stages of Building HR Summary • People are an important resource that should be understood. • People are an important resource that should be measured. • HR plays a key role in maximising the contribution people make to organisations. • Successful organisations need to have a range of performance measures in place. • Next time we look at how to create a positive organisational culture and engaged people. Workshop Objectives LO1 • Discuss why people are an important resource that should be understood and measured. LO2 • Explore the role that Human Resources play in maximising the contribution people make to organisations. LO3 • Explain why successful organisations need to have a range of performance measures in place. References • Brady, A 2016, Organisational performance - how can HR move the needle? Page Up, Melbourne • Cole, K 2019, Leadership and management: theory and practice, 7th Edition, Cengage, Australia • Fulkr, J, Raman, M, Wallenstein & de Chalendor, A 2019, Your workforce is more adaptable than you think, Harvard Business Review, May-June, pp. 118-126 • Klein, M & Whitworth, B 2020, 10 principles of modern employee communications. International Association of Business Communication, London • Nankervis, A 2020, Human resource management: strategy and practice, 10th Asia-Pacific edn, Cengage, Australia • Robbins, S 2020, Organisational behaviour, 9th edn, Pearson Australia, Melbourne, Victoria • Samson, D, Donnet, T & Daft, R 2021, Management, 7th edn, Cengage, Asia- Pacific Supplemental Resources • Boudreau, J & Ramstad, P 2007, Beyond HR: the new science of human capital, Harvard Business School Press, Boston • Drucker, P 2006, The effective executive: the definitive guide to getting the right things done, Harper Business, California • Fitz-Enz, J 2009, Predicting people: from metrics to analytics, Employment Relations Today, Autumn, vol. 36, no. 3, pp.1-11 • Ulrich, D 1996, Human resource champions: the next agenda for adding value and delivering results, Oxford University Press, London. MBA401 People, Culture and Contemporary Leadership Workshop Week 2 Organisational Culture COMMONWEALTH OF AUSTRALIA Copyright Regulations 1969 WARNING This material has been reproduced and communicated to you by or on behalf of Kaplan Business School pursuant to Part VB of the Copyright Act 1968 (the Act). The material in this communication may be subject to copyright under the Act. Any further reproduction or communication of this material by you may be the subject of copyright protection under the Act. Do not remove this notice. 2 Workshop Objectives LO1 • Explain the nature of organisational culture LO2 • Detail how managing change can affect people and their role within organisations LO3 • Explain the role and relationship between innovation as a driver of organisational change What is Organisational Culture? • “The shared values, beliefs, assumptions and patterns of behaviour within an organisation” (Riggio, 2015). • “The ‘social glue’ that holds together the whole organisation” (Deal and Kennedy 1982). • “Shared norms, values and goals for an organisation’s culture” (O’Reilly & Chatman, 1996). • “Described as the way things are done in the organisation” (Schneider, 2000). Examples of Organisational Culture https://youtu.be/C4AXv-jFszs https://www.youtube.com/watch?v=7WH8uxXXe9o https://www.youtube.com/watch?time_conti nue=85&v=X9SK052cF3c https://youtu.be/C4AXv-jFszs https://www.youtube.com/watch?v=7WH8uxXXe9o https://www.youtube.com/watch?time_continue=85&v=X9SK052cF3c Atlassian Espoused Values 6 GROUP ACTIVITY: https://www.youtube.com/watch?v=tBPbWOo WYlY Form groups of 4 or 5 and discuss the following: • How important do you think organisational values are to creating Atlassian's corporate culture? • What does this mean for the organisation, for employees and for Atlassian customers? https://www.youtube.com/watch?v=tBPbWOoWYlY Types of Organisational Culture • Power culture – Concentrates power among a small group or a central figure and its control is radiating from its centre like a web. • Role culture – Authorities are delegated as such within a highly defined structure. • Task culture – Teams are formed to solve particular problems. Power is derived from the team with the expertise to execute against a task. • Person culture – Formed where all individuals believe themselves superior to the organisation. What is Organisational Culture? https://www.managementstudyguide.com/edgar-schein-model.htm https://www.managementstudyguide.com/edgar-schein-model.htm Geert Hofstede’s (Organisational Culture Model) • Geert Hofstede (2001) is well-known for his Organisational Cultural Model which explores the national and regional cultural influences which affect the behaviour of organisations and features six dimensions: – Means oriented vs goal oriented - the extent to which goals (the ‘what’) or the means (the ‘how') of conducting work tasks are prioritised – Internally driven vs externally driven - externally driven cultures will be more pragmatic, focusing primarily on meeting the customer’s requirements, while internally driven cultures may exhibit stronger values – Easygoing vs strict - stricter cultures run on a high level of discipline and control, while easygoing cultures tend towards more improvisation – Local vs professional - the extent to which people identify with their immediate colleagues and conform to the norms of the environment – Open system vs closed system – the extent to which newcomers are accepted and the differences they bring are welcomed – Employee-oriented vs work-oriented – the extent to which the employee’s well-being is prioritised at the expense of the task, or vice versa Geert Hofstede introduces Culture https://youtu.be/mvznxUkDLkQ Quinn and Cameron’s Cultural Model (1980s) • Hierarchy – Effective when inward looking and focused on stability and control. – May be less responsive to changing situations and the demands of the market. • Clan – Primarily inward looking and place value on responsiveness. – May be more focused on and interested in their internal outcomes, such as engagement, than in external outcomes, such as customer results. • Adhocracy – Outward looking and focused on being flexible and responsive. They value the pace of work, innovation and risk taking. – May grow and develop quickly, have less control over their operations and provide fewer nurturing environments. • Market – Outwards looking but internally focused. – Aware of their market position and are driven to improve it. – May be less forward looking, less responsive and less nurturing. https://worldofwork.io/2019/10/cameron-quinns-competing-values-culture-model/ https://worldofwork.io/2019/10/cameron-quinns-competing-values-culture-model/ https://www.quinnassociation.com/en/quinn-modeleron-quinns-competing-values-culture-model/ https://www.quinnassociation.com/en/quinn-model https://worldofwork.io/2019/10/cameron-quinns-competing-values-culture-model/ Types of Culture 12 GROUP ACTIVITY: • In groups of 3 or 4, identify four organisations – one for each type of culture in the Cameron and Quinn model (Clan, Adhocracy, Market, Hierarchical). • Be prepared to share your response and rationale with the broader group. • HR plays a pivotal role in setting a company’s cultural tone and in developing a healthy/positive workplace culture. HR shapes and reinforces how employees define corporate culture: – Providing feedback – Addressing diversity – Supporting business advocacy – Becoming change agents and responding to rapid change Culture - The Role of HR https://www.hrcsuite.com/the-role-of-hr-in-workplace-culture/ https://www.hrcsuite.com/the-role-of-hr-in-workplace-culture/ “To drive culture and build a culture that breeds success in today's dynamic economic environment, organisations must invest the time to accurately reflect upon, evaluate and measure their performance at all levels against specific criteria. This process not only ensures strategic objectives and stakeholders’ needs are being met, but will have a direct impact on an organisation’s bottom line and ability to grow in the future.” (Australian Human Resources Institute) Why Manage Performance? https://www.ahri.com.au/resources/ahriassist/performance-management/ https://www.ahri.com.au/resources/ahriassist/performance-management/ • Talent acquisition and selection • Salary and incentives • Job re-design and task analysis • Talent development and careers • Succession planning • Employee autonomy • Performance appraisal • Teamwork • Training Performance is Key Employee Engagement • “A passion for work” (Truss, Soane, Edwards, Wisdom, Croll & Burnett, 2006). • “Engagement is an employee’s level of involvement and enthusiasm” (Seijts & Crim, 2006). • “A state of mind and a clear identification with a given job role” (Bakker, Schaufele, Leiter & Taris, 2008). • “A heightened emotional connection that an employee feels for his or her organisation that influences him or her to exert greater discretionary effort to his or her work” (Soldati, 2007). Are you engaged in your work? 17 Answer the following questions based on your current or last job: 1. Do you know what is expected of you at work? 2. Do you have the materials and equipment you need to do your work right? 3. At work, do you have the opportunity to do what you do best every day? 4. In the last seven days, have you received recognition or praise for doing good work? 5. Does your supervisor, or someone at work, seem to care about you as a person? 6. Is there someone at work who encourages your development? 7. At work, do your opinions seem to count? 8. Does the mission/purpose of your company make you feel your job is important? 9. Are your associates (fellow employees) committed to doing quality work? 10. Do you have a best friend at work? 11. In the last six months, has someone at work talked to you about your progress? 12. In the last year, have you had opportunities at work to learn and grow? https://www.gallup.com/access/323333/q12-employee-engagement-survey.aspx Top 10 Drivers of Employee Engagement https://www.proactiveinsights.com/site/engagementdrivers https://www.proactiveinsights.com/site/engagementdrivers#:~:text=Engagement%20drivers%20are%20the%20deep,that%20goes%20into%20every%20action. Job Satisfaction Hackman and Oldman, 1980 Job Satisfaction 20 GROUP ACTIVITY: The model on the previous slide is more than 40 years old. In your view: • Is the model still relevant today? • What would you change to make it more contemporary? Defining Toxic Culture A toxic work culture is one where the workplace is plagued by fighting, drama and unhappy employees to the point that productivity and the well-being of the people in the office is affected. https://youtu.be/0cgCFxL7Nvo (Simon Sinek) https://youtu.be/0cgCFxL7Nvo Ten Signs of Toxic Culture 1. People don't communicate, don't smile, don't joke and don't reinforce one another. 2. People are very concerned about titles, job descriptions and levels in the hierarchy. 3. Rules and policies are very important. It's more important than the good judgment of your teammates. 4. Everybody is afraid of getting in trouble for breaking the rules, and so they keep their heads low and try not to step out of line. 5. Managers and employees make up two separate groups that seldom interact. When they do interact, it's a one-way communication in which the manager tells the underling what to do. https://www.forbes.com/sites/lizryan/2016/10/19/ten-unmistakable-signs-of-a-toxic-culture/#5a7caefe115f 6. While it's well known that employees are unhappy, nobody talks about it openly. 7. People do not speak up even when they are presented with impossible goals, plans or ideas they are expected to implement. 8. Informal grapevine is many times more effective as a communications network than any type of official company communication. 9. Employees have little to no latitude in performing their jobs. Every procedure is spelled out for them. 10. Fear is palpable in the environment. Doors slam and whispered conversations take place in stairwells. Ten Signs of Toxic Culture Toxic Cultural Change 24 GROUP ACTIVITY: The Ruthless Culture of Amazon https://youtu.be/umMZYN5jOA0 Nike https://youtu.be/asJTbGTZ_Bc In groups, compare/contrast the issues and approaches of Amazon and Nike. Be prepared to share your response and rationale with the broader group. https://youtu.be/umMZYN5jOA0 https://youtu.be/asJTbGTZ_Bc What is Reward? A reward may be anything tangible or intangible that an organisation offers to its employees in exchange for their potential or actual work contribution, to which employees as individuals attach a positive value as a satisfier of certain self- defined needs. Shields, J., Rooney, J., Brown, M., & Kaine, S. (2020). Managing Employee Performance and Reward: Systems, Practices and Prospects (3rd ed.). Cambridge: Cambridge University Press. doi:10.1017/9781108684675 Attract The right people at the right time for the right jobs, tasks or roles Retain The best people by satisfying their work- related needs and aspirations and recognising and rewarding their contribution Develop Required workforce capabilities by recognising and rewarding employees for knowledge, skill and ability enhancement Motivate To contribute to the best of their capability by recognising and rewarding high individual and group contributions towards meeting the organisation's strategic objectives Objective of a Reward System? What is Total Reward? • https://www.youtube.com/watch?v=tlmub9L7rr0 https://www.youtube.com/watch?v=tlmub9L7rr0 Workshop Objectives LO1 • Explain the nature of organisational culture LO2 • Detail how managing change can affect people and their role within organisations LO3 • Explain the role and relationship between innovation as a driver of organisational change References • Amis, J 2018, Understanding organization change and innovation: a conversation with Mike Tushman, Journal of Change Management, vol.18, no. 1, pp.23–34 • Corritore, M, Goldberg, A & Srivastava, S 2020, The new analytics of culture, Harvard Business Review, Jan-Feb, pp.77-83 • Jarmai, K 2020, Responsible Innovation, Springer, Dordrecht • Lauer, T 2021, Change management fundamentals, 1st edn, Springer, Berlin, Heidelberg • Lee, J 2020, Accelerating organisation culture change: innovation through digital tools, Emerald Publishing, Bingley, UK • Robbins, S 2020, Organisational behaviour, 9th edn, Pearson Australia, Melbourne, Victoria • Waddell, D, Creed, A & Cummings, TG 2019, Organisational change, Cengage, Australia Supplemental Resources • Cameron, K & Quinn, E 2006, Diagnosing and changing organizational culture: based on the competing values framework. China Renmin University Press, Beijing • Drucker, P 1985, Innovation and entrepreneurship: practice and principles. Harper, New York • Handy, C 1976, Understanding organizations, Oxford University Press, London • Hofstede, G 2001, Culture’s consequences: comparing values, behaviors, institutions, and organizations across nations, 3rd edn, CENGAGE, Thousand Oaks, CA • Riggo, R 2015, Introduction to industrial and organisational psychology, Routledge Press, London • Schein, E 2010, Organizational culture and leadership, MIT Press, New York People, Culture and Contemporary Leadership Workshop Week 3 Organisational Change COMMONWEALTH OF AUSTRALIA Copyright Regulations 1969 WARNING This material has been reproduced and communicated to you by or on behalf of Kaplan Business School pursuant to Part VB of the Copyright Act 1968 (the Act). The material in this communication may be subject to copyright under the Act. Any further reproduction or communication of this material by you may be the subject of copyright protection under the Act. Do not remove this notice. 2 Workshop Objectives LO1 • Explain the nature of change and its impact on an organisation. LO2 • Detail how organisations manage change in an uncertain and chaotic environment. LO3 • Identify and adapt the most appropriate change management models for modern contexts. Corporate Culture After COVID-19 • As virtual work becomes the norm, how will culture be built without day-to-day [in person] interactions? • Emotional challenges, psychological safety, trust, interconnectedness, will be core functions • Three cultural pathways will become the norm: – Strengthened and enhanced – Adaptive and recalibrating – Arrived and deprived https://www.inc.com/mark-coatney/corporate-culture-after-covid-19.html https://www.inc.com/mark-coatney/corporate-culture-after-covid-19.html COVID-19 and Organisational Culture Culture of innovation Culture of integrity Culture of quality Culture of respect Culture of teamwork Culture of people Culture of technology Li, K., Liu, X., Mai, F., & Zhang, T. (2020). The role of corporate culture in bad times: Evidence from the COVID-19 pandemic. Available at SSRN 3632395. Culture in a post-COVID world 6 GROUP ACTIVITY: In groups of 3 or 4: 1. Identify an organisation that will almost certainly be very different in a post-COVID world such as an airline, a travel business, an international education provider, a tourist destination, etc. 2. Determine at least one strategy for each of the seven aspects of culture on the previous slide that in unison would strengthen the organisation’s overall culture. Organisational Change Organisational change is the action a business takes to change any of its underlying components, such as processes, culture, people, product, infrastructure, or technology. It offers a path for companies to become and remain competitive in a rapidly evolving global economy where evolution is essential for success. https://online.hbs.edu/blog/post/types-of-organizational-change Change Models 1. Lewin's Change Management Model 2. McKinsey 7 S Model ** 3. Kotter’s Change Management Theory ** 4. ADKAR Model 5. Bridges' Transition Model 6. Kübler-Ross Change Curve ** 7. Leavitt’s Diamond McKinsey 7S Model https://www.mckinsey.com/business-functions/organization/our-insights/the-psychology-of- change-management Shared values Style Skills Systems Structure Staff Strategy Change in a post-COVID world 10 GROUP ACTIVITY: Remaining with the same organisation as the earlier activity: 1. Identify a change that, if implemented in a post-COVID world, could potentially assure its long-term viability. 2. Determine at least one strategy for each of the seven McKinsey components that would strengthen the change’s probability of success. Kotter’s Change Management Theory (Kotter, 1996) Change in a post-COVID world 12 GROUP ACTIVITY: In groups of 3 or 4: 1. Identify a change that may be imposed on an industry in a post-COVID world such as vaccination passports, de-globalisation, long-term remote work, etc. 2. Reference each of the eight Kotter steps to develop a set of solutions on how the change can be implemented effectively across the industry. Kübler-Ross Change Curve https://www.ekrfoundation.org/5-stages-of-grief/change-curve/ Spectrum of Organisational Change • Adaptive Change – Small, incremental adjustments that fine- tune existing processes, products, and company culture, and don’t fundamentally change the organisation. • Transformational Change – Bigger in scope and refers to a dramatic shift in some basic structure of the business itself—its strategy, culture, organisation, physical structure, supply chain, or processes. Planned/Unplanned Change PLANNED CHANGE • Products and services • New administrative systems • Org structure or size • Intro of new tech • Advances in info/data management and processes UNPLANNED CHANGE • Employee demographics • Performance gaps • Government regulations • Global economic competition • COVID-19 Planned/Unplanned Change 16 GROUP ACTIVITY: • Brainstorm 5 examples of planned change. • Brainstorm 5 examples of unplanned change. Discuss! Change • Reactive Change refers to planned interventions by organisational leaders to address performance gaps. • Proactive Change, in contrast, refers to planned interventions by organisational leaders to address opportunity gaps. Workshop Objectives LO1 • Explain the nature of change and its impact on an organisation. LO2 • Detail how organisations manage change in an uncertain and chaotic environment. LO3 • Identify and adapt the most appropriate change management models for modern contexts. References • Carine, R 2020, Maintaining performance and employee engagement during the COVID-19 Pandemic, Journal of Library Administration, vol. 60, no.3. pp. 653-659 • John, M, Amisa, J & Greenwood, R 2021, Organisational change in a (post-) pandemic world: rediscovering interests and values, Journal of Management Studies, vol.58, no.3, pp. 582-586 • Lauer, T 2021, Change management fundamentals, 1st edn, Springer, Berlin, Heidelberg • Lee, J 2020, Accelerating organisation culture change: innovation through digital tools, Emerald Publishing, Bingley, UK • Robbins, S 2020, Organisational behaviour, 9th edn, Pearson Education Australia • Waddell, D, Creed, A & Cummings, T 2019, Organisational change, Cengage, Australia Supplemental Resources • Drucker, P 1985, Innovation and entrepreneurship: practice and principles, Harper, New York • Frederick, H, Kuratko, D & Hodgetts 2007, Entrepreneurship theory process practice (Asia-Pacific Edition),Thomson Learning, Australia • Gleick, J 1987, Chaos: making a new science, Penguin Group, UK • Kotter, J 1996, Leading change, Harvard Business School Press, Boston, MA • Mathews, C & Brueggemann, R 2015, Innovation and entrepreneurship: a competency framework, Routledge Press, UK Assessment 1 Subject Code: MBA401 Subject Name: People, Culture and Contemporary Leadership Part A – Mind-map Each student will need to select an Australian publicly listed company from one of the following industries: Tourism, Media and Entertainment, Healthcare, Mining, Education and Retail. The list of companies is available via the Australian Securities Exchange (ASX): https://www.asx.com.au/. As part of the assignment, show how you will develop your report framework using a mind-map or similar tool to assist you in preparing Part B of your report. Each student will individually submit a copy of their individual framework via Moodle. In my case I have chosen JB Hi-Fi Ltd. Please create a proper mind-map (use the screenshots I provided to get an idea). Download the photos in your phone to see clearly. Part B - 1500 words (+/-10%) By thoroughly reviewing the company’s website and by sourcing additional insights via credible business publications, journal articles and Annual Reports, address the following: 1. Identify how your selected company is seeking to improve the performance of its workforce. Use at least two (2) performance-related initiatives to discuss the ways in which the company could measure the success of their initiatives. (Please refer to the performance related initiatives discussed in the slides). 2. Identify the key components of the company’s corporate culture. Use at least two (2) culture related initiatives to discuss how the company is trying to improve its culture and the most appropriate measures for determining the success of the initiatives. (Please refer to the culture related initiatives discussed in the slides). Please follow the assessment instructions thoroughly - · You must use the same company in both Part A and Part B. · Using a standard report format, include the following components: · Introduction (150 words) · Performance-related initiatives (600 words) · Culture-related initiatives (600 words) · Conclusion (150 words) · Reference List (using the Harvard Referencing Convention throughout your report and reference list at the end) · Refer to at least two (2) theories to support your discussion of the performance-related initiatives and at least two (2) theories to support your discussion of the culture-related initiatives. · Include a minimum of four (4) references (such as Morningstar, IBISWorld, credible business publications and journal articles). · While many of your references will rely on the company’s website, you cannot use this as your only source of information. Page 1 Kaplan Business School Assessment Outline Assessment 1 Information Subject Code: MBA401 Subject Name: People, Culture and Contemporary Leadership Assessment Title: PART A – In-Class Activity PART B – Individual Written Report Assessment Type: In-Class Activity and Individual Written Report Word Count: 1500 (+/-10%) Weighting: PART A (10%) and PART B (20%) - total of 30% Total Marks: 30 Submission: PART A – In-Class Activity (Submitted via Moodle) PART B – Individual Written Report (Submitted via Turnitin) Due Date: Week 6, Monday at 11.55pm Your Task There are two components to this activity: 1. Develop a draft framework (plan) as a group in-class activity in preparation for the individual report. 2. Use that framework (plan) to create an individual report based on an ASX-listed company’s organisational performance and culture change initiatives. Assessment Description PART A (in-class group activity) In Weeks 4 and 5 during class, groups (of 4 students) will be formed. Each student will need to select an Australian publicly listed company from one of the following industries: Tourism, Media and Entertainment, Healthcare, Mining, Education and Retail. The list of companies is available via the Australian Securities Exchange (ASX): https://www.asx.com.au/ The choice of industry should be one that interests you for the future. You should confirm your choice with your facilitator before commencing your assessment. As part of the in-class activities, you will work within a group to share ideas, discuss your company and arrange how you will develop your report framework using a mind-map or similar tool (that is approved by your facilitator) to assist you in preparing your individual report. Attendance is compulsory for this in-class part of the assessment (with face-to-face attending on campus and online students attending via webinar). Each student will individually submit a copy of their individual framework (developed as part of the in- class group activities) via Moodle. PART B (individual) By thoroughly reviewing the company’s website and by sourcing additional insights via credible business publications, journal articles and Annual Reports, address the following: 1. Identify how your selected company is seeking to improve the performance of its workforce. Use at least two (2) performance-related initiatives to discuss the ways in which the company could measure the success of their initiatives. 2. Identify the key components of the company’s corporate culture. Use at least two (2) culture- https://www.asx.com.au/ Page 2 Kaplan Business School Assessment Outline related initiatives to discuss how the company is trying to improve its culture and the most appropriate measures for determining the success of the initiatives. Page 3 Kaplan Business School Assessment Outline Assessment Instructions • You must use the same company in both Part A and Part B. • Using a standard report format, include the following components: o Introduction (150 words) o Performance-related initiatives (600 words) o Culture-related initiatives (600 words) o Conclusion (150 words) o Reference List (using the Harvard Referencing Convention throughout your report and reference list at the end) • Refer to at least two (2) theories to support your discussion of the performance-related initiatives and at least two (2) theories to support your discussion of the culture-related initiatives. • Include a minimum of four (4) references (such as Morningstar, IBISWorld, credible business publications and journal articles). While many of your references will rely on the company’s website, you cannot use this as your only source of information. • Please refer to the Assessment Marking Guide to assist you in addressing all the assessment criteria. Important Study Information Academic Integrity Policy KBS values academic integrity. All students must understand the meaning and consequences of cheating, plagiarism and other academic offences under the Academic Integrity and Conduct Policy. What is academic integrity and misconduct? What are the penalties for academic misconduct? What are the late penalties? How can I appeal my grade? Click here for answers to these questions: http://www.kbs.edu.au/current-students/student-policies/. Word Limits for Written Assessments Submissions that exceed the word limit by more than 10% will cease to be marked from the point at which that limit is exceeded. Study Assistance Students may seek study assistance from their local Academic Learning Advisor or refer to the resources on the MyKBS Academic Success Centre page. Click here for this information. http://www.kbs.edu.au/current-students/student-policies/ https://elearning.kbs.edu.au/course/view.php?id=1481 Page 4 Kaplan Business School Assessment Outline Assessment Marking Guide Criterion Fail Pas s Credit Distinction High Distinction In-class draft Weeks 4/5 (5 marks) No contribution to in-class activities and development of the draft framework. No approval of the choice of company within the required industries. Minimal contribution to in- class activities and development of the draft framework. Good contribution to in-class activities in both classes and satisfactory development of the draft framework. Consistently high levels of contribution to in-class activities in both classes and very good development of the draft framework. Exceptionally high levels of contribution to in-class activities in both classes and excellent development of the draft framework. Final framework (5 marks) No coverage of content, theories, and company examples. No depth and breadth of analysis. Minimal coverage of content, theories, and company examples. Minimal depth and breadth of analysis. Good coverage of content, theories, and company examples. Good depth and breadth of analysis. Very good coverage of content, theories, and company examples. Very good depth and breadth of analysis. Excellent coverage of content, theories, and company examples. Excellent depth and breadth of analysis. Performance-related initiatives (5 marks) The initiatives and measures are either not present, not related to performance and/or generic in nature. No initiatives discussed. No use of theories. Initiatives and measures are present but are neither clearly linked nor worded articulately. Minimal initiatives discussed and integrated. Minimal use of theories. Linkages between the initiatives and measures are obvious but could be better explained. Two initiatives well discussed and integrated Good use of two theories to support the discussion The initiatives and measures are explicitly connected and are worded in a very clear and professional manner. Two initiatives very well discussed and integrated. Very good use of two theories to support the discussion. The initiatives and measures are very strongly connected and well worded but also supported by credible research. Two initiatives discussed and an excellent level of integration. Excellent use of two theories to support the discussion. Measurement of the success of performance- related initiatives (3 marks) No discussion of the ways the company can measure the success of the performance-related initiatives. The ways the company can measure the success of the performance-related initiatives are minimally discussed. The ways the company might measure the success of the performance-related initiatives are discussed and integrated. The ways the company might measure the success of the performance-related initiatives are well discussed and well-integrated. The ways the company might measure the success of the performance-related initiatives are excellently discussed and very well- integrated. Page 5 Kaplan Business School Assessment Outline Culture-related initiatives (5 marks) The initiatives and measures are either not present, not related to culture and/or generic in nature. No initiatives discussed. No use of theories. Initiatives and measures are present but are neither clearly linked nor worded articulately. Minimal initiatives discussed and integrated. Minimal use of theories. Linkages between the initiatives and measures are obvious but could be better explained. Two initiatives well discussed and integrated Good use of two theories to support the discussion The initiatives and measures are explicitly connected and are worded in a very clear and professional manner. Two initiatives very well discussed and integrated. Very good use of two theories to support the discussion. The initiatives and measures are very strongly connected and well worded but also supported by credible research. Two initiatives discussed and an excellent level of integration. Excellent use of two theories to support the discussion. Measurement of the success of culture-related initiatives (3 marks) No discussion of the ways the company can measure the success of the culture- related initiatives. The ways the company can measure the success of the culture-related initiatives are minimally discussed. The ways the company might measure the success of the culture-related initiatives are discussed and integrated. The ways the company might measure the success of the culture- related initiatives are well discussed and well-integrated. The ways the company might measure the success of the culture- related initiatives are excellently discussed and very well- integrated. Overall academic structure (2 marks) The introduction, conclusion and academic structure are either missing or have failed to meet the minimum standards of postgraduate study. Introduction, conclusion, and academic structure are minimal but sufficient. Improvements needed. Introduction, conclusion and academic structure are very good but could be more comprehensive. Impressive attempts are obvious in terms of the introduction, conclusion, and academic structure, but there is scope for some enhancement. The introduction clearly states the aims and structure, the conclusion is a solid summary, and the report is excellently structured. Academic writing, presentation, research and referencing (2 marks) The quality of academic writing, presentation and referencing is poor and fails to meet the minimum standards of postgraduate study. The quality of academic writing, presentation and referencing is sufficient, but improvements needed. The quality of academic writing, presentation and referencing is good but can be more comprehensive. The quality of academic writing, presentation and referencing is very good but there is scope for some enhancement. The quality of academic writing, presentation and referencing is of exceptionally high standard.