Assignment Paper

STUDENT NAME
STUDENT NUMBER ASSESSOR’S NAME

ASSESSMENT DUE DATE: 5.00 pm, ASSESSMENT TYPE: Individual assessment ASSESSMENT FORMAT: Case study report

 This assessment task is due to be submitted at reception by 5.00pm on the .
 Any variations to this arrangement must be approved in writing by your assessor. Students may request alternative arrangements subject to individual circumstances in consultation with the course coordinator and trainer of the unit.
 Your assessment must be word-processed and submitted with any required evidence attached, unless specified otherwise.
 A completed cover sheet must be submitted with all assessments.
 Failure to submit your completed assessment at the date specified will be deemed as non-submission
 You are required to fill in, sign the academic honesty statement, and attach the assessment cover sheet to the front of your submitted assessment. Ensure you sign the receipt form when submitting.
 Plagiarism: Failure to adhere to the plagiarism policy, as outlined on the assessment cover sheet, will lead to the non-acceptance of the submitted assessment, as well as a written warning for breach of the policy.

Demonstrated knowledge of key topics and required knowledge evidence from both units of competency. Using your own words, you are required to apply the knowledge you have gained from the combined course to your written responses. Both units deal with contemporary business environments and the challenges faced in a fast paced environment of change and innovation. In this assessment, you are required to research and analyse both innovative approaches, continuous improvement and change management processes to deliver a comprehensive plan of action for the case organisation. Your aim is to implement the changes you have identified whilst also building a capacity of innovation and a climate of continuous improvement. You will also need to manage the process and ensure implementation is planned, systematic and contingencies are in place to cater for unforeseen events and effects.

Assessment 1 is compulsory. You are required to achieve competency in all questions to be deemed Competent for this unit.

Your assignment is to establish and implement a strategic change plan for the case study organisation Queensland Leisure Goods. You need to analyse the issues identified, establish suitable change objectives and plan, action, implement and evaluate your change plan. You also need to ensure that you manage aspects of the change such as identifying barriers that may threaten the success of your plan, modifying your plan, seeking feedback, support and involvement from stakeholders at all stages of implementation and establish strategies to embed the change in the long term.

Read and analyse the case study, then complete all of the questions following as directed. You need to ensure you have answered ALL PARTS of each question, including appropriate level of detail.

QLG is a family company with a strong and proud 75 year tradition of manufacturing leisure goods in Queensland. QLG built its reputation on solid commitment to quality, life-time employment and supplier loyalty. QLG had been very successful in the past and its business model was proven. QLG’s culture reflected its small family origins. The patriarchal style of leadership, characterised by centralised decision making, chains of command and tight control had served QLG well. QLG ensured its success by maintaining rigorous attention to its business model of quality and tight control. The business was centrally ruled by appointed executives (internally recruited) and operated on hierarchical mode of governance. Buying, production and design decisions were decided centrally and announcements would cascade down the line to the production floor. This had worked well over the years and until recently had been a guarantee of profitability. QLG’s strong internal focus blindsided it to a rapid shift in consumer tastes and the emergence of new rivals. QLG did not see the change coming until too late and was now in trouble. The CEO was convinced that QLG’s culture had to change. But more than a culture change was needed.

Two years ago, QLG’s main rival had outsourced its production function incorporating modern supply chain management practices. Since then the rival had grown market share by 20% and reduced overhead costs by 60%. Competition was fierce and getting sterner. New entrants to the market were further eroding Queensland Leisure’s market share. She knew that Queensland leisure had to change, but how did she come to this end? Last season a production/ design fault cost QLG dearly. A previous reliable supplier delivered a sub-quality product that had to be redesigned and subsequently replacement suppliers sourced and funded. Faulty products were recalled, damaging QLG’s brand. The chronic delays in overcoming the product’s design faults meant that QLG was forced to re-release late in the season. At the end of the season, QLG’s shelves were full, and surplus stock had to be sold at a heavy discount costing QLG dearly.

A consultant advisor to the CEO confirmed what the CEO already knew. QLG had to reform its culture, change its business model and had to do so quickly. But the CEO was concerned. Who would lead the change? What should the new business model look like? What type of culture was needed and which direction should they take? Downsizing was on the cards, but new blood was also needed. QLG’s long-standing commitment to its loyal employees would be challenged, but the business had to change. Whatever we do, she thought, it will have to be done well. I don’t want the television news and a protest going on at the front of the building. QLG can do without more bad press. We’ve almost put the misery of last season behind us. In the back of her mind she worried. “How will I support QLG employees through this?”

In summary, the large-scale changes needed were the following:
• A restructuring of organisational structure and hierarchy of control to make the organisation flexible and adaptable, better able to respond quickly to change
• A change in business model to focus on either volume production or being a niche market provider
• Downsize in some areas (including laying people off)
• Restructure and up skill to move some employees from roles that were no longer required to new required roles.
• Hire employees for required new roles that could not be filled internally
• An organisation-wide culture change
The CEO was now wondering how she could communicate this change to the whole organisation and its stakeholders. It was absolutely vital to gain employee support for the change, because if the change was not successful the organisation would eventually have to close its doors for good. The biggest problem was the inevitable fact that some of the employees had to be let go, which would seriously damage the organisation’s reputation as a life-long employer. QLG would have to provide support for those employees negatively affected by the change. The CEO knew she would have to get this right, or the organisation would also receive more negative attention in the media, which, frankly, it could not afford.

Employees and stakeholders must be convinced of the need for the change, informed of the type of change required, and clarify how this will affect the organisation and its employees. It must also achieve commitment and support for the change. The CEO has asked you to assist her in preparing a change management plan to achieve this.

Additional Information
Key Drivers of Growth
• Local dwelling approvals and renovations
• Real household disposable income
• Consumer sentiment
• Annual level of rainfall and public policy affecting water use (The demand for QLG’s products increases when gardening becomes more popular because people tend to also replace/upgrade their existing outdoor furniture. Both of these impact the interest in gardening).
3 BSBMGT608+BSBINN601: MANAGE INNOVATION AND CONTINUOUS IMPROVEMENT + LEAD AND MANAGE ORGANISATIONAL CHANGE_ASSESSMENTS_VER 1.1
© Queensland International Institute 2017

1. INTRODUCTION
• Write a brief background of the company.

2. CURRENT OPERATIONAL PLAN
• Analyse and discuss the operational system currently used to deliver services in your chosen company.

3. a. Perform a PEST analysis to gain an understanding of the environment which QLG operates in.

b. Identify and list two (2) opportunities for change.

c. Identify and list two (2) opportunities for improvement.

4. Explain how you are going to prioritise the opportunities for changes and improvement with input from managers.

Priority Opportunity for Change

5. Explain how the testing and trialling of your new ideas will be supported, by obtaining support from who?

6. Undertake a simple risk assessment and a cost-benefit analysis for:

a. change opportunity

Risk Likelihood of Risk Consequence

Change Opportunity Cost Benefit

b. improvement idea.

Risk Likelihood of Risk Consequence

Change Opportunity Cost Benefit

7. a. Identify the stakeholders you will consult with to identify requirements and opportunities for changes that support organisational objectives.

Stakeholder Position

b. Identify two experts that would be suitable to seek further advice from.

Expert Position

8. Based on ONE of your proposed changes or improvements that you have prioritised, develop a change management project plan which includes all of the following:

Proposed change or improvement :
Objective
Resource and budget requirements
Change Methodology
Implementation of Change Methodology
Approval/Reporting Protocol

9. a. List the possible barriers to change that may impact on your project.

Barriers to change

b. Explain possible strategies to address the barriers you identified.

Strategies to overcome the barriers

10. a. Review and evaluate the change management project plan and explain what modifications are needed to achieve objectives.

b. Explain how you will capture insights, experiences and ideas for improvements that may be included in QLG’s knowledge management systems and future planning.

STUDENT NAME
STUDENT NUMBER ASSESSOR’S NAME

ASSESSMENT DUE DATE: 5.00 pm, ASSESSMENT TYPE: Individual assessment ASSESSMENT FORMAT: Knowledge based questions

 This assessment task is due to be submitted at reception by 5.00pm on the .
 Any variations to this arrangement must be approved in writing by your assessor. Students may request alternative arrangements subject to individual circumstances in consultation with the course coordinator and trainer of the unit.
 Your assessment must be word-processed and submitted with any required evidence attached, unless specified otherwise.
 A completed cover sheet must be submitted with all assessments.
 Failure to submit your completed assessment at the date specified will be deemed as non-submission.
 You are required to fill in, sign the academic honesty statement, and attach the assessment cover sheet to the front of your submitted assessment. Ensure you sign the receipt form when submitting.
 Plagiarism: Failure to adhere to the plagiarism policy, as outlined on the assessment cover sheet, will lead to the non-acceptance of the submitted assessment, as well as a written warning for breach of the policy.

Students are required to answer a range of knowledge questions covering a range of the knowledge evidence required from both units of competency. Answer format is short answer, and students are required to demonstrate their underpinning knowledge of the topics.

Assessment 2 is compulsory. You are required to achieve competency in all questions to be deemed Competent for this unit.

The Assessment requires the learner to provide short answers to a range of knowledge topics covered in both units of competency. You must ensure you answer all questions in a brief and to-the-point manner to

demonstrate your knowledge of the topic. Use your own words when formulating your answers, and provide examples using your personal experience or knowledge where prompted.

1. Using your own words, name describe 3 models of change. (minimum 50 words each)

2. In your own words, explain Cost Benefit Analysis (CBA) (minimum 100 words)

3. What must an organisation do before they can successfully implement Innovation and Continuous Improvement of performance?

4. How would you promote the value of:

a. creativity?
b. innovation?
c. sustainability in your organisation?
Creativity
Innovation
Sustainability in your organisation

5. How would you ensure successes were recognised?

6. What must an organisation do before approving an innovation or improvement to be trialled? (minimum 50 words)

7. Explain the Risk Management process needed when considering implementing a new innovation.