14573243857624 BSBLDR811

-914400-92968200

Lead Strategic Transformation Case Study

00 BSBLDR811

Lead Strategic Transformation Case Study

Instructions to LearnerAssessment instructionsOverviewPrior to commencing the assessments, your trainer/assessor will explain each assessment task and the terms and conditions relating to the submission of your assessment task. Please consult with your trainer/assessor if you are unsure of any questions. It is important that you understand and adhere to the terms and conditions, and address fully each assessment task. If any assessment task is not fully addressed, then your assessment task will be returned to you for resubmission. Your trainer/assessor will remain available to support you throughout the assessment process.

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Address each question including any sub-pointsDemonstrate that you have researched the topic thoroughly

Cover the topic in a logical, structured manner

Your assessment tasks are well presented, well referenced and word processedYour assessment tasks include your full legal name on each and every page.

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Presenting any work by another individual as one's own unintentionally.

Handing in assessments markedly similar to or copied from another learnerPresenting the work of another individual or group as their own work

Handing in assessments without the adequate acknowledgement of sources used, including assessments taken totally or in part from the internet.

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Assessment requirementsAssessment can either be:

Direct observation

Product-based methods e.g. reports, role plays, work samples

Portfolios annotated and validatedQuestioning.

The assessment activities in this workbook assess aspects of all the elements, performance criteria, skills and knowledge and performance requirements of the unit of competency.

To demonstrate competence in this unit you must undertake all activities (formative and summative) in this workbook and have them deemed satisfactory by the assessor. If you do not answer some questions or perform certain tasks, and therefore you are deemed to be Not Yet Competent, your trainer/assessor may ask you supplementary questions to determine your competence. Once you have demonstrated the required level of performance, you will be deemed competent in this unit.

Should you still be deemed Not Yet Competent, you will have the opportunity to resubmit your assessments or appeal the result.

As part of the assessment process, all learners must abide by any relevant assessment policies as provided during induction.

If you feel you are not yet ready to be assessed or that this assessment is unfair, please contact your assessor to discuss your options. You have the right to formally appeal any outcome and, if you wish to do so, discuss this with your trainer/assessor.

Candidate DetailsAssessment BSBLDR811 Lead Strategic Transformation

Please complete the following activities and hand in to your trainer/assessor for marking. This forms part of your assessment for BSBLDR811 Lead Strategic Transformation

Name: _____________________________________________________________

Email:_____________________________________________________________

Declaration

I declare that no part of this assessment has been copied from another persons work with the exception of where I have listed or referenced documents or work and that no part of this assessment has been written for me by another person. I also understand the assessment instructions and requirements and consent to being assessed.

Signed:____________________________________________________________

Date:____________________________________________________________

Submission Due date _______________________________________________________

BSBLDR811- Lead Strategic Transformation

Your Task

(PC, 1.1, 1.2, 1.3, 1.4, 2.1, 2.2, 2.4, 3.1, 3.2, 3.3 PE 1, 2, 3)

Topic: Strategy

Case Study: Prune the Brand Portfolio?

byChekitan S. Dev

Source: From the Harvard Business Review Magazine (MarchApril 2018)

Summary.

A fictional hotel company just finished a year-long, $9 billion acquisition, which means its now the second largest lodging company in the world with nearly 4,800 hotels and just over 1 million rooms in 100 countries. The merger left the firm with 21 brands in its portfolio, including a handful that overlap in terms of positioning, price tier, and geography. When the acquisition was first announced, the CEO had said in a press conference that they probably didnt need all of the brands but didnt have any plans to shed any of them any time soon. Now hes getting pressure both internal and external to make a different decision. With the acquisition complete, is it time to prune the portfolio?

INTRODUCTION

The business-casual dress code had Troy Freeman stumped. As the long-time CEO of Otto Hotels & Resorts, now the second-largest lodging company in the world, hed packed for hundreds of work trips before, but without suits as an option, he was having a much harder time. His flight was leaving first thing in the morning for Carmel, where he would meet his newly expanded executive team for an off-site to discuss the companys portfolio strategy. The facilitator, Caroline Dvorjak, was a marketing professor and a seasoned consultant. Otto had just finished a $9 billion acquisition of Beekman Hotels, which meant it now had nearly 4,800 hotels and slightly more than a million rooms in 100 countries 1. Like most of the big hoteliers, however, Otto owned few of those properties; instead it franchised and managed them, with the bulk of the real estate owned by independent companies that licensed Ottos brands. The addition of Beekmans eight brands had increased the number now under Ottos umbrella to 21. The question on everyones mind, especially investors, was how Troy would manage this much larger portfolio2, given the overlap between existing and acquired brands in terms of positioning, price tier, and geographyCASE STUDY CLASSROOM NOTES

1 In 2015 the global hotel industry comprised approximately 16 million rooms in more than 200 countries, with 38% in Europe, 36% in the Americas, 32% in Asia Pacific, and 4% in the Middle East and Africa.

2 Marriotts roughly $13 billion acquisition of Starwood, completed in 2016, became the largest transaction in the hotel industrys history, surpassing Accors $3 billion acquisition of Fairmont, Rafes, and Swissotel, consummated in 2015.

During the deal discussions, Ottos board had encouraged Troy to remain noncommittal about the companys post-merger strategy. Hed once commented on an earnings call that Otto probably didnt need all the brands but had quickly added that it had no plans to prune soon. Still, people were speculating, and now, with the acquisition work behind them, it was time for management to make some decisions.

Troy shooed his dog, Tanker, off the bed so that he could take a look at the clothes hed laid out. Too much here, Tank, he said aloud. Then he laughed. He needed to streamline his wardrobe to attend a meeting where he would work out how to do the same with Ottos brands.3

Hotels are not the only industry to be faced with whether or not to prune brand portfolios. Large consumer packaged goods companies such as Procter & Gamble and Unilever, spirits companies such as Diageo, and food businesses such as Nestl have struggled with similar questions. 3

Troys phone buzzed, and he saw it was an e-mail from Meena Nair, Ottos CFO. Caroline had asked all 12 of the executives invited to the off-site to send one-page summaries of their opinions on the portfolio question to the groupthe idea was to short-circuit the backroom politics that typically arise in such situationsand here was Meenas. Though Troy knew where she generally stood, he was eager to see what more she had to say. In an eloquent argument for retaining all 21 brands, she referred to the Four Seasons and Regent merger. She said it was possible for each Otto brand to stay in its own swim lane. Changes would be costly, and Otto could deliver on the promises of the merger without them. She and her team projected $200 million in annual cost savings; greater negotiating power with online travel agencies such as Expedia and Priceline; and the ability to boost both revenue, by cross-selling brands, and occupancy rates, by leveraging a larger reservations systemno pruning necessary. And yet she seemed to be in the minority in this debate. Kent Brockman, Ottos CMO, and Khalil Salem, the brand manager for Piper, Ottos largest and most profitable brand4, had sent statements supporting a shake-up a few hours earlier.

4 Hotel performance is often measured with a metric called RevPAR, which is calculated by multiplying a hotels average daily room rate by its occupancy rate or by dividing its total room revenue by the total number of available rooms in the period being measured.

Troy sat on the bed, and the dog jumped up. Whaddaya think, Tank? Troy asked. Can I fit everything? Tanker wagged his tail, and Troy folded all the polos, khakis, and blazers into his suitcase.

A Bigger Bucket

As soon as Troy passed through security the next morning, he saw Kent and Khalil in the line at Starbucks. He hadnt realized they were on his flight but was pleasantly surprised. They waved him over, and Khalil pointed to his phone. Did you do your homework? he said, teasing. We didnt get your statement. I think we have enough opinions to go around, Troy replied, so Im still Switzerlandat least for now. Khalil and Kent had been close allies ever since Khalils ascension to the top of Piper, five years earlier. When Caroline had mentioned wanting to avoid politicking, Troy had immediately thought of these two. Theyd always seen the acquisition as a way to grow Ottos existing brands. I guess you know where we all stand anyway, Kent said. Meena wants to save costs. Rick and the other Beekman folks want to save their brands. He was referring to Rick Guerrero, the manager for Evenstar, Beekmans largest chain, which had the most overlap with Piper and was therefore a target for absorption. Rick had indeed defended his brand but also said he would be willing to take a step down and work for Khalil and Piper 5 if thats what it came to.

5 Multibrand strategies at companies that have several brands in the same category can suffer from diseconomies of scale. Has Otto considered all the potentially hidden costs?

But, Kent continued, Meenas Four Seasons analogy doesnt really hold water. Regent played in the same price tier but in entirely different geographies. The situation wasnt nearly as complex as ours. And it did rebrand as Four Seasons over time. Khalil jumped in. For me, its really a resource question. Right now were putting our resources into 21 different buckets. What if we put them into just 15or 10? Wed be able to do a lot more with the successful brands. Or do you just want a bigger bucket? 6 Troy asked, smiling.

6 Some experts argue that getting rid of loss-making, declining, weak, or even marginally protable brands to benet investors means the resources freed up can be used to bolster the remaining brands and make them more attractive to customers, thereby serving multiple stakeholders.

Yes, of course I do. But I swear this isnt just about Piper. Its about all of Otto. If you look at how most of Beekmans brands are doing, it isnt pretty. If we bring them in as is, theyll dilute the portfolio. Its time to put them out of their misery. And give you their properties? Troy asked. He was getting annoyed. Otto wouldnt have acquired Beekman to get a collection of sorry, underperforming brands. Yes, exactly! Or we can sell Beekmans weaker brands and use the money to support the stronger ones. Thats possible, said Troy, trying to keep his voice measured, but what if the new owners compete with us and steal market share? Kent seemed to sense Troys irritation and piped up: I dont think either of us would argue that we should get rid of all Beekmans brands, right? Khalil nodded. They have some good flags 7. Its just too difficult to manage that many. Swim lanes might make sense from a financial standpoint but not in the eyes of our customers. Our research shows that most people dont distinguish between brands. Piper or Evenstarits all the same to them.

7 Flag is hotel industry lingo for a brand.

OK, Troy said, lets wrap up the lobbying efforts for now. We can debate this with the group later. Im going to get a coffee and read the Journal. Khalil clearly had more to say, but he took the hint.

In Carmel

The seats people chose at the conference table reflected where they stood on the portfolio issue. The Beekman managers were all on one side. They had a personal stake in the decision, of coursethey wanted to keep their jobsbut theyd also made good business cases against pruning, arguing that it would cut off consequential income streams. Meena sat with them, right next to Rick. On the other side were Kent, Khalil, other managers from Otto, and Anita Dineen, its COO, who supported streamlining to simplify her teams job. Caroline kicked off the meeting by asking people to summarize some of their main points while she wrote keywords on a whiteboard. We need a brand architecture that isnt confusing to customers, hotel owners, or even our own employees, said Anita. What weve got is a mess. What weve got is scale, which is exactly what we wanted from this deal, Meena responded. But Im glad you brought up owners. We havent yet talked about the impact on them. Rick and his colleagues nodded, and Caroline encouraged her to elaborate. There are only so many places we can open another Piper, Meena said. In some cases, Otto had given owners of Piper hotels exclusive rights to certain markets, and those contracts prevented it from flying another Piper flag in those areas. Rick spoke up. Yes, weve heard from lots of nervous owners. If we discontinue the Evenstar brand 8, they might discontinue their affiliation with us and defect to Hilton, or another competitor. We will lose properties.

8 Because hotels are typically owned by one entity and branded by another, brand elimination decisions are more complicated. Property owners who have invested in the existing brand might balk at a switch.

The room was quiet for a moment. Everyone knew this was a sore point for Troy and the board. The reason for buying Beekman was to scale quickly, and losing hotels would defeat that purpose. Otto needed to retain as many properties as possible. I think owners will be clamoring to stay, Kent countered. Theyll save on procurement, reservations, and agency fees and, ultimately, have greater pricing power, because we control much of the room inventory in their markets. Those are the upsides weve touted, but we havent realized them yet, Meena said. Its early, Troy said. OK then, lets talk about the stock price, she continued. The latest research shows that in most situations, portfolio slimming hurts value. But investors have responded incredibly well to the purchase, Kent said. Indeed, the sector was up 80% since the close of the deal, with Otto leading the way. Theyre clearly not concerned about consolidation. Right, Khalil added. Besides, those are consumer packaged goods studiestotally different scenario.

I wouldnt say its irrelevant, though, Caroline said, stepping into the fray. We should learn from other industries 9. That said, theres evidence to support both sides here: cases indicating that its a huge mistake to eliminate brands worth millions of dollars and ones showing that when you try to run a portfolio as big and overlapping as yours, it inevitably leads to failure. The research wont make the decision for you.

9 Loyalty programs add another complication. When you phase out brands, you risk losing members loyal to them, and, as the postmerger experience of airlines has shown, its no easy task to migrate customers from one program to another.

I guess we knew that, Troy said. One thing the research shows for sure, though, is that its better to make a decision soon, Caroline continued. Investors are waiting to see where you go with this, and you have a passionate teamthis prompted laughterthat needs its marching orders. They all nodded, but Troy wondered if everyone would support whatever call he made. So, Kent said. Are you still Switzerland? Or are you ready to take a stand?

Answer the following Questions:

Question 1:

Should Otto keep all 21 of its brands or prune its portfolio?(250-300 words)

Question 2:

What do you think should be done in the case and why?(250-300 words)

Question 3:

Explain Modelling after the Acquisition of Sheraton by Marriott.(250-300 words)

Question 4:

Provide your concluding remarks and findings on this case.(250-300 words)

References

Case Study: Prune the Brand Portfolio?

HYPERLINK "https://hbr.org/2018/03/case-study-should-a-hotel-giant-eliminate-some-brands-and-refocus" https://hbr.org/2018/03/case-study-should-a-hotel-giant-eliminate-some-brands-and-refocus

Scoring Criteria for Report Assignment

Student Name & SID: _____________________________________________

Subject: BSBLDR811 Lead Strategic Transformation

Criteria Checklist

Yes No

Overall presentation Clearly written Technical terms explained Well researched, and a range of material presented Ideas presented are highly original & innovative Introduction provides sufficient detail Knowledge Base & Critical Thinking Presented clear Learning Objectives for the course Discussed why these achievements made him a good leader Identified & discussed Troy Freemans leadership style Identified that Otto keep all 21 of its brands or prune its portfolio Did the student clearly identified what should be done in the case and why? Did the student explain Modelling after the Acquisition of Sheraton by Marriott? Did the student provided concluding remarks and findings on this case? Report formatting Includes all report sections required Correct in-text referencing in the Report and provided a fully formatted Reference list that conforms to APA referencing style.

(https://library.aibtglobal.edu.au/referencing/) Students can access to previous training section for referencing online training record. Activity outcome

Please circle or highlight outcome of this activity.

S Satisfactory

NS Not Satisfactory S NS

Other comments: ________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Trainer & Assessor: _____________________ Date Marked: ________

right-91440000

-434340268605BSBLDR811

Lead Strategic Transformation Learner Workbook

0BSBLDR811

Lead Strategic Transformation Learner Workbook

Instructions to LearnerAssessment instructionsOverviewPrior to commencing the assessments, your trainer/assessor will explain each assessment task and the terms and conditions relating to the submission of your assessment task. Please consult with your trainer/assessor if you are unsure of any questions. It is important that you understand and adhere to the terms and conditions and address fully each assessment task. If any assessment task is not fully addressed, then your assessment task will be returned to you for resubmission. Your trainer/assessor will remain available to support you throughout the assessment process.

Address each question including any sub-pointsDemonstrate that you have researched the topic thoroughly

Cover the topic in a logical, structured manner

Your assessment tasks are well presented, well referenced and word processedYour assessment tasks include your full legal name on each and every page.

Active participationIt is a condition of enrolment that you actively participate in your studies. Active participation is completing all the assessment tasks on time.

Presenting any work by another individual as one's own unintentionally.

Handing in assessments markedly similar to or copied from another learnerPresenting the work of another individual or group as their own work

Handing in assessments without the adequate acknowledgement of sources used, including assessments taken totally or in part from the internet.

If it is identified that you have plagiarised within your assessment, then a meeting will be organised to discuss this with you, and further action may be taken accordingly.

Additional evidence

Confidentiality

Recognised prior learningCandidates will be able to have their previous experience or expertise recognised on request.

Assessment requirementsAssessment can either be:

Direct observation

Product-based methods e.g. reports, role plays, work samples

Portfolios annotated and validatedQuestioning.

The assessment activities in this workbook assess aspects of all the elements, performance criteria, skills and knowledge and performance requirements of the unit of competency.

Should you still be deemed Not Yet Competent, you will have the opportunity to resubmit your assessments or appeal the result.

As part of the assessment process, all learners must abide by any relevant assessment policies as provided during induction.

Candidate DetailsAssessment BSBLDR811 Lead Strategic Transformation

Please complete the following activities and hand in to your trainer/assessor for marking. This forms part of your assessment for BSBLDR811 Lead Strategic Transformation

Name: _____________________________________________________________

Email:_____________________________________________________________

Declaration

Signed:____________________________________________________________

Date:____________________________________________________________

Submission Due date _______________________________________________________

Description of assessment activities

There are Six assessment activities (1a to 1f) in total in this section. All activities request students to demonstrate abilities to work independently and/or as a part of a team. The completion of assessment activities is expected to be within the given timelines by your trainer and assessor.

Activity 1a to 1f:

Objective Performance Criteria

1.1 Identify personal responsibilities in strategic transformation process according to task objectives.

1.2 Develop strategic change strategy in collaboration with relevant stakeholders.

1.3 Brief internal and external stakeholders of strategic change processes and intended outcomes.

1.4 Establish communication channels for organisational personnel to contact management.

2.1 Analyse and confirm capacity and competence of relevant individuals to contribute to change processes and plans.

2.3 Develop learning and communication processes for addressing problems and risks arising during organisational change.

2.4 Make changes to change management process according to risks and inform stakeholders of updates.

3.1 Analyse impacts of leadership on change management process using self-reflection

3.3 Apply feedback to leadership stylePerformance Evidence:

lead a strategic business transformation for an organisation or large work area on at least one occasion.

In the course of the above, the candidate must:

prepare to provide strategic leadership during a business change processreview strategic outcomes and incorporate feedback into leadership style.

Knowledge Evidence:

key stakeholders involved in strategic change

strategic change risks and mitigation strategies including learning and communication processespersonal development planning methodologies

organisational transformation and the management of the stages of change.

Note: Once Completed keep on saving the completed activities in the learner workbook itself, until the learner workbook is fully completed.

Mapping to Unit of competency details (Activity 1a to 1f):

BSBLDR811 - Lead Strategic transformation

Elements and Performance Criteria Foundation Skills

Performance criteria Performance evidence Knowledge Evidence Learning Reading Writing Oral commu-nicationTeam workPlanning and Organising

1 Prepare to undertake strategic change 1.1 Identify personal responsibilities in strategic transformation process according to task objectives 1a (i), 1a (ii), 1b, 1d, 1d-PE2,

1d(i) PE 1, 2 1d KE2

1d(i)- KE1, 2, 4

1.2 Develop strategic change strategy in collaboration with relevant stakeholders 1a(i), b, 1c, 1e 1c-PE1, 2 1c-KE1, 2, 3, 4, 7 1.3 Brief internal and external stakeholders of strategic change processes and intended outcomes 1c, 1e 1e PE3 1e-KE6, 7 1.4 Establish communication channels for organisational personnel to contact management 1c, 1f, 1d (i) 2. Lead strategic change 2.1 Analyse and confirm capacity and competence of relevant individuals to contribute to change processes and plans 1c 2.2 Identify and resolve risks in change management process 1c, 1d (i) 2.3 Develop learning and communication processes for addressing problems and risks arising during organisational change 1c, 1f, 1d (i) 2.4 Make changes to change management process according to risks and inform stakeholders of updates 1c, 1e 3. Review strategic outcomes 3.1 Analyse impacts of leadership on change management process using self-reflection 1a (i), 1d, 1d (i) 3.2 Seek feedback on leadership during change management process from staff 1e WRITTEN ACTIVITY

ACTIVITY: 1a. i (PC 1.1, 1.2, 3.1)

Describe one of the processes, while identifying few of leaders personal responsibilities required in identifying strategic objective setting and activities. (200-250 words)

ACTIVITY: 1a. ii (PC 1.1)

Identify at least 4 different leadership competencies and accountabilities in strategic transformation appropriate to the tasks objectives and give reasons why you have selected them. (200-250 words)

STANDARD LEADERSHIP COMPETENCIES

COMPETENCE DESCRIPTION OF COMPETENCE

Achieving excellent results

Building relationships

Coaching and communicating

Continuous innovation

Focusing on customers

Lifetime learning and knowledge-sharingSolving problems and taking decisions

ACTIVITY: 1b (PC1.1, 1.2) (Total: 125-150 words)

Strategic approach towards change:

As Publisher, I take full ownership of failing to hit Octobers Target. I also take full responsibility to lead the turnaround to overcome the shortfall. The operating results reflect my leadership decisions, including some key factors below:

I made the decision to release [Novel A] in the last month of the fiscal year. As a result, we had all the revenue in our last fiscal year and all the returns in this fiscal year. I must be smarter about this in the future.

Starting with the Fiscal 09 Plan, Im moving my major [Author A] release from March to April, which means well start our year with a bang. It also allows for revenue and returns for our top titles to occur in the same year from here forward.

I depended heavily on movie tie-ins for major revenue yet had no control over the timing of the movie release. [Novel B], [Novel C], and [Novel D] movies were all set for Summer / Fall 2008 releases, yet the studios delayed all three with no new release dates set.

Ive learned not to lock in firm revenue projections based on movies I have no control over. While novelizations can be profitable, I will no longer include titles tied to movies on the Fiction Title Plan. They will drop-in only when the movie release schedule is 100% firm. Lesson learned.

I overestimated how easy it would be to sell-in our new line of [Category E] novels. It is still early in our move into this category, but initial sell-in is lower than I anticipated.

I remain convinced of the viability and strategic wisdom of the investment were making; it is simply a matter of building traction with sales, retailers, and consumers. My team and I have now stepped up and are doing more to drive [Category E] sell-inand sell-through.

I havent acquired enough [certain type of authors]. Im committed to providing novels that satisfy this felt need in the marketplace. It is a successful genre and other publishers have had good success with it.

However, I should have moved on this sooner since the time from acquisition to finished product is often well over a year. But I am now on track to recover the lost ground.

I need to create a better balanced revenue plan. As is apparent this November (with only one title releasing), the lack of major, revenue-driving products in every month is having a negative impact. I wont let this happen again.

Notice several items in Allens comments:

What word did Allen used repeatedly?

Allen didnt hide behind his team? Discuss.

What specific decisions Allen made and the results he achieved?

Did Allen accepts responsibility for his mistakes?

What actions Allen took to correct the problem?

ACTIVITY 1c (PC 1.2, 1.3, 1.4, 2.1, 2.2, 2.3, 2.4, PE 1, 2 KE 1,2,3,4,7)

Mini Case Study

Strategic changes, competence analysis in an ethical dilemma

As General Manager of a division within a large federal agency, you find yourself facing what could be a perfect storm of ethical issues. An arbitration hearing addressing the termination of the local Union presidents nephew for failing to properly post three hours of annual leave is currently pending. A few days ago an investigator from the agencys Criminal Investigation Division (CID) confided unofficially that an employee called the agencys tip line with a report that one of his section supervisors approved four hours of annual leave for each of five employees about a year ago, but records show that no leave was changed to any of those employees.

Further complicating matters, a long-time friend, Kim Price, was hired into your division approximately two and a half years ago as B section chief. As General Manager and supervisor of this position, you were directly involved in the hiring decision. The fact that both you and Kim are graduates of the state university, where you were classmates and fraternity brothers, might be seen as a factor in Kims selection for this position. You and Kim have remained close friends since your college days, jointly attending away football games, bar hopping, consuming large amounts of alcohol and picking up members of the opposite sex. This information is not generally known in the office and community. This season your practices have changed somewhat, as both you and Kim have started dating two female employees and have regularly accompanied them to many of the away games. Both of the female friends work in the organizations Criminal Investigation Division, a part of the security department, and both of them assisted in gathering information for the termination action against the Union Presidents nephew. Kim is single but your situation is more complex, since you have a family and are active in many community activities. The activities include leading singing and actively serving as the Sunday school superintendent in a large conservative church that does not believe in drinking, partying, and dating outside of marriage.

Two weeks ago you and Kim attended the Virginia Tech game in Blacksburg, Virginia, along with some other friends from work. You are certain you saw the terminated nephew and the Chief Union shop steward drinking in a bar. You and your three friends exited the bar as quickly and unobtrusively as possible.

Your immediate supervisor, the Deputy of your division, has confided to you that the Chief of your organization is scheduled to retire in less than three months. The Deputy believes that he has the inside rail for the position and the only thing that could keep him from getting the position is some type of ethical or professional dilemma arising in his division.

Two weeks ago you attended an ethics refresher course. The course re-emphasized that it is a serious ethics violation for a supervisor or member of management to advocate, influence or in any way participate in a personnel process which results in the promotion or selection of a close personal friend or relative. Under the regulations, officials who fall into this category are required to withdraw from and no longer participate in the process. The refresher course also made you realize that fraternizing with the female employees from the CID might be considered an ethics violation as well.

This afternoon, when you arrive back in the office after lunch, your secretary hands you a note from the Union President requesting that you phone him to schedule a time for a meeting with him concerning a personnel issue that he will identify at the meeting. You immediately start to worry about which of the potential problems might be the focus of this meeting.

Discussion Questions

The General Manager does not work in either labour relations or human resource management. How would you advise him to respond to this unusual request to discuss a personnel issue?

Over two years have passed since the selection of Kim Price. Would the General Managers involvement in his selection still be a possible issue, or would the statute of limitations regarding this selection have run out?

The General Managers immediate supervisor has stated that he will seek a promotion to Chief soon. What do you think the supervisor would think about the Union Presidents request for a meeting?

Does the General Manager really have anything to be concerned about or does this situation fit in the all in a days work category?

Is it believable that a CID investigator would share confidential and secret information with a friend, or does this strain the imagination? Discuss.

If the scenario is true and most of the facts came out, would it discourage employees from using the agencys tip line? Discuss.

(600-750 words)

ACTIVITY 1d (PC 1.1, 3.1 PE 2 KE2)

Briefly explain how to analyse and evaluate your personal effectiveness in developing the competence required to achieve operational accountabilities and responsibilities. (150-175 words)

ACTIVITY 1d. ( i ) (PC 1.4, 2.2, 2.3, 3.1 PE 1, 2 KE 1,2 & 4)

Please read the following case extract on an organisational issue and answer the following questions:

Organisational Issue:

In the last decade, national and international markets have been rapidly changing. This is a consequence of the globalization, fast development of technology, interdependencies of markets and new values of ordinary wage earners. This has made the field of organizational change into an important topic for companies operating today. Change and the ability to adapt have become even more crucial for the organizations operating today to thrive. Because of the increasingly dynamic market environments, organizations are constantly confronted with the need to implement changes in structure, processes, culture and strategy. This puts a lot of stress and strain on the organization (Lei, 2016). There has been a shift of focus in the field of change management (CM), from the change itself to the people that are facing the change and the impact it has on work behaviour. Leaders must align these behaviours with the desired change (Vohra, 2015). Organizational change is seen as positive or necessary, or both, but it is rare that the subject is given a more extensive critical reflection. Organizational change is a very extensive area of study. It contains several time spans, the effects of broad patterns such as industrial and professional trends or organization-specific changes and more for example technological changes, downsizing, and mergers. In the field, there is a good understanding of the importance of the time factor of CM, but there is still a lack of studies of organizational changes at the micro level (Alvesson & Sveningsson, 2008). The importance of listening is underrated as an effective tool for change. Leaders who are active listeners create safety for their employees while obtaining important information from them, who operate in the midst of reality; in production or closest to the customer. A survey conducted by Dagens Industri revealed that chief executive officers (CEOs) have a very vague concept of customer needs while taking important strategic decisions about satisfying customers. This says a lot about how important it is for the CEO to listen to employees, which in turn determines what the CEO perceives, to increase the customer value for the future. Organizations frequently overlook that the employees, who meet and get to know the customers, are the second best teacher available when it comes to customer needs. The best teacher is, of course, the customers themselves. (Ahrenfelt, 2014) The problem is that communication often is considered as a top-down process. Most organizational changes that occur have a rationalistic approach, where the idea is that the goals are to be introduced from the top down, followed and implemented later. In reality, organizational changes depend on the situation, and are unpredictable and non-linear. Since people always understand and interpret change initiatives in different ways, the result is that it usually becomes a large gap between the management's intentions and actual the results (Heide & Johansson, 2008). The study of organizational change in the 1990s had a tendency to be restricted, focusing on one set of considerations or another (Armenakis & Bedeian, 1999). In later years the field of organizational change has broadened to encompass studies and theories from other fields such as ontological and psychological (Schwarz & Huber, 2008). 4 There have been a number of studies made on the subject of organizational change that has focused on both public and private sectors. Where they have examined different industries of varying sizes and environments (Buchanan, Fitzgerald, & Ketley, 2007; Grimm & Smith, 1991; Hoffman, 1999). Organizational change has an impact on the working environment, and it may affect employee well-being, performance, motivation, trust, and loyalty. Many studies have focused on the management aspect of psychosocial working conditions and the impact on well-being (Head, o.a., 2008; Schwarz & Huber, 2008; Ahrenfelt, 2014; Elving, 2006; Vahtera, Kivimki, Pentti, & Theorell, 2000; Lei, 2016). To improve the services and values of the organization, the case company is conducting a wide variety of internal change processes simultaneously. From introducing new services and improving existing ones to modernizing the vision and values into the fabric of the organization. The case company is implementing both minor and large-scale changes to keep their competitive edge and increase the customer benefits that their services offer. Consequently, it falls to the employees who are the ones to comprehend, adapt and implement the outlined organizational changes. The progress of any change processes is strongly linked to the motivation and engagement of the employees involved and in what way the changes are communicated to them. Thus, the studied company wants to find out in what way they can improve their communication to increase the employees support of the implemented changes. This study focuses on change processes and aims to show how the envisioned change is communicated and how it is interpreted and received by different groups within the organization. It revolves around the differences between three groups; the executive level, managerial level, and the operational level of the organization. The study is an academic contribution, within the field of change management, to provide suggestions on how to improve on current methods and deepening the understanding of change processes for organizations of similar nature. With emphasis on internal communication and factors that play an important role when managing employees during change processes.

The purpose of this activity is to describe and explore how a large and diverse corporation that is undergoing several change processes promotes the internal communication and manages the employees during change. In order to fulfill the purpose, the following main probing questions are proposed to reply:

Question 1: How does the organization promote internal communication during a change process?

Question 2: What are the important factors when managing employees during a change?

(200-250 words for both questions together)

Answer 1.

Answer 2.

ACTIVITY 1e (PC 1.2, 1.3, 2.4, 3.2 PE 3, KE 6,7) (500 words together excluding template)

In order to provide effective strategic leadership through a change process there are certain activities and actions that are required of you. Please discuss each of the below questions in detail.

How would you demonstrate direction and values to others through your actions?

Discuss the impact your role would have on the change process and how your behaviour could affect the outcomes of the change.

Develop an evaluation plan that could confirm the capacity of relevant staff members in relation to competence and performance throughout the change process (discuss monitoring and evaluation tools and timelines for monitoring).

Choose three performance issues that staff members may have through a change process and develop a training/education plan that would control the issues.

Discuss each of the leadership styles and develop a plan that would help each style to manage the change process.

Where you have been asked to develop plans you may use the ones that have been developed in your organisation. If you do not have an organisation that you work in you will need to develop them for this assessment.

Answer

(Source: https://www.pinterest.com.au/pin/278026976974830574/)

ACTIVITY 1f (PC. 1.4, 2.3 KE4)

How can you model collaborative communication and learning approaches in the workplace? (175-200 words)

Activity 1a to 1f checklist for assessor

This should be used by the trainer/assessor to document the learners skills, knowledge and performance as relevant to the unit activity. Indicate in the table below if the learner is deemed satisfactory (S) or not satisfactory (NS) for the activity or if reassessment is required.

Learners name Assessors name Unit of Competency

(Code and Title) Date(s) of assessment Marking checklist:

Did the learner replied satisfactorily? (Yes / No) Performance Criteria*

1a (i) Describe one of the processes, while identifying few of leaders personal responsibilities required in identifying strategic objective setting and activities. Yes No

(Please circle) 1.1, 1.2, 3.1

1a (ii) Identify at least 4 different leadership competencies and accountabilities in strategic transformation appropriate to the tasks objectives and give reasons why you have selected them. Yes No

(Please circle) 1.1

1b. 5 questions on strategic changes and transformation Yes No

(Please circle) 1.1, 1.2

1c. Mini Case Study:

The General Manager does not work in either labour relations or human resource management. How would you advise him to respond to this unusual request to discuss a personnel issue?

The General Managers immediate supervisor has stated that he will seek a promotion to Chief soon. What do you think the supervisor would think about the Union Presidents request for a meeting?

Does the General Manager really have anything to be concerned about or does this situation fit in the all in a days work category?

Is it believable that a CID investigator would share confidential and secret information with a friend, or does this strain the imagination? Discuss.

If the scenario is true and most of the facts came out, would it discourage employees from using the agencys tip line? Discuss. Yes No

(Please circle) PC 1.2, 1.3, 1.4, 2.1, 2.2, 2.3, 2.4, PE 1, 2 KE 1,2,3,4,7

1d. Briefly explain how to analyse and evaluate your personal effectiveness in developing the competence required to achieve operational accountabilities and responsibilities. Yes No

(Please circle) 1.1, 3.1, PE2, KE2

1d(i) Question 1: How does the organization promote internal communication during a change process?

Question 2: What are the important factors when managing employees during a change? Yes No

(Please circle) PC 1.4, 2.2, 2.3, 3.1 PE 1, 2 KE 1,2 & 4

1e. Five questions on professional development planning Yes No

(Please circle) 1.2, 1.3, 2,4, 3.2, PE3, KE6, 7

1f. How can you model collaborative communication and learning approaches in the workplace? Yes No

(Please circle) 1.4, 2.3, KE4

Comments

Assessors comments here:

The learners performance was: Not yet satisfactory Satisfactory

*The column indicates the connection between the tasks in marking checklist and performance criteria described in unit of competency details at https://training.gov.au/Training/Details/BSBLDR811. (access date 23/01/2021)

Activity 2a to 2g:

Objective(s) Performance Criteria

1.1 Identify personal responsibilities in strategic transformation process according to task objectives

1.2 Develop strategic change strategy in collaboration with relevant stakeholders

2.1 Analyse and confirm capacity and competence of relevant individuals to contribute to change processes and plans2.2 Identify and resolve risks in change management process

2.3 Develop learning and communication processes for addressing problems and risks arising during organisational change

3.1 Analyse impacts of leadership on change management process using self-reflection

3.2 Seek feedback on leadership during change management process from staff

3.3 Apply feedback to leadership stylePerformance Evidence:

lead a strategic business transformation for an organisation or large work area on at least one occasion.

In the course of the above, the candidate must:

prepare to provide strategic leadership during a business change processreview strategic outcomes and incorporate feedback into leadership style.

Knowledge Evidence:

strategic change risks and mitigation strategies including learning and communication processesrange of leadership styles

personal development planning methodologies

Note: Once Completed keep on saving the completed activities in the learner workbook itself, until the learner workbook is fully completed.

Mapping to Unit of competency details (Activity 2a to 2g):

BSBLDR811 - Lead Strategic transformation

Elements and Performance Criteria Foundation Skills

Performance criteria Performance evidence Knowledge Evidence Learning Reading Writing Oral commu-nicationTeam workPlanning and Organising

1 Prepare to undertake strategic change 1d-PE2,

1c-PE1 1d E2,

1c-KE4

1.1 Identify personal responsibilities in strategic transformation process according to task objectives A2b-Q1, A2b-Q5, A2d 1.2 Develop strategic change strategy in collaboration with relevant stakeholders A2b-Q2, 1.3 Brief internal and external stakeholders of strategic change processes and intended outcomes A2d 1.4 Establish communication channels for organisational personnel to contact management A2d(i) 2. Lead strategic change A2b-PE1, PE2, A2e,g-PE3 A2a &d -KE4

A2b,e & g - KE5,6

2.1 Analyse and confirm capacity and competence of relevant individuals to contribute to change processes and plans A2e, 2f 2.2 Identify and resolve risks in change management process A2a, A2c 2.3 Develop learning and communication processes for addressing problems and risks arising during organisational change A2a, A2c, A2d, A2d(i), A2f 2.4 Make changes to change management process according to risks and inform stakeholders of updates A2d(i) A2d(1) PE3 A2d(1) KE2, 4 3. Review strategic outcomes

3.1 Analyse impacts of leadership on change management process using self-reflection A2b-Q4, 3.2 Seek feedback on leadership during change management process from staff A2d, A2e 3.3 Apply feedback to leadership style A2g ACTIVITY 2a (PC 2.2, 2.3, KE 4 )What are the types of problems and risks which arise for individuals during organisational change that you would need to develop learning and communication solutions to address? List at least eight examples. (25-30 words)

ACTIVITY 2.b

Questions

The theory on transformational and transactional leadership was conceptualised by ____________ and further developed by _________________. (PC 1.1)

The four dimensions of transformational leadership: (PC 1.2, PE 1)

________________________

Individualized consideration when a leader approaches employees as individuals rather than as members of a group, pays special attention to their needs for development by acting as a _________________.

(KE 5, 6)

What are the characteristics of a leader of change? Mention any 4. (PC 3.1, PE 2, KE 5)

______________________________________________________________________.

Transformational Leadership Behaviours (according to Colonel Mark A. Homrig)? Mention any 4.

( PC 1.1 PE 1)

______________________________________________________________________.

ACTIVITY 2.c (PC 2.2, 2.3)

Mini Case Study: (50-75 words)

Gloria and Mark were managers who didnt work well together, they didnt like each other, either. They constantly bickered about work goals and procedures. Nearly every week, they would individually go to their boss, Shirley, to complain about each other. Shirley listened, and encouraged them to focus on the business problems and try to work together as teammates, but as months went on there was no improvement. When their issues bubbled over in a staff meeting, Shirley brought the two together for a separate meeting. She reprimanded them for allowing their differences to disrupt the staff meeting. She reiterated her expectations for allowing staff members to do things differently within set protocols. She also restated their department value of teamwork.

Q.1In your opinion what best methodology Shirley could have adopted to resolve this issue?

Q.2Consider yourself as manager and from the methodology you mention in Q.1. Discuss the process of settlement in detail.

ACTIVITY 2.d (PC 1.1, 1.3, 2.3, 3.2, KE 4)

Mini Case Outline:

A junior member of staff has just returned to work after taking special leave to care for her elderly mother. For financial reasons she needs to work full-time. She has been having difficulties with her mothers home care arrangements, causing her to miss a number of team meetings (which usually take place at the beginning of each day) and to leave work early. She is very competent in her work but her absences are putting pressure on her and her overworked colleagues. You are her manager, and you are aware that the flow of work through the practice is coming under pressure. One of her male colleagues is beginning to make comments such as a womans place is in the home, and is undermining her at every opportunity, putting her under even greater stress.

Key fundamental principles

Integrity: You need to be fair to all those involved and act in a straightforward manner.

Confidentiality: You owe a duty of confidentiality to the staff involved.

Professional behaviour: How should you proceed so as not to discredit yourself, your profession or the practice for which you work?

Questions you need to answer are:

1. Identify the relevant case facts.

2. Identify affected parties3. Who should be involved in resolution?

4. Explain possible course of action.

Suggested answers to these questions are 300-400 wordsACTIVITY 2 d(i) (PC 1.4, 2.3, 2.4, PE 3, KE 2, 4) (Total 400-500 words)

Answer the following questions by referring your learner guide and conducting research on the internet or library:

How could you use your knowledge of communication richness to be more effective in your own communications?

What are the three biggest advantages and disadvantages you see regarding technology and communications?

Explain the difference between internal and external communications in an organization, giving examples of each.

ACTIVITY 2.e (PC 2.1, 3.2, PE 3, KE 5,6)

Tick () five behaviours in the POSITIVE column that you need to start or continue. Tick () three behaviours in the NEGATIVE column that you need to avoid. What steps can you take to eliminate the negative behaviours? How can you use your strengths more effectively?

(The answers may vary depending upon individual selection)

POSITIVE NEGATIVE

Listen (restate the problem) Avoid eye contact Make eye contact Act hostile Sit up straight Allow interruptions Use the persons name Eliminate physical barriers, such as desk Allow no interruptions Answer questions with a question Give full attention Watch the clock Ask questions Act defensive Smile Frown Use firm handshake Slouch Give compliments Use monotones voice Be courteous Be sincere Take notes Dont follow through Use verbal cues such as I see Use bad language Act enthusiastic Be sarcastic Make a decisionHave a sloppy appearance Stay on subject Rush the problem / person Encourage the person Talk about personal problems Eliminate barriers Criticize others Do something extra Other Stay positive Other ACTIVITY 2.f. (PC 2.1, 2.3)

Mini Case Study:

Strategic change to organisation culture due to merger:

A merger between a large international company (A) and a smaller, but dynamic national company (B) was jeopardized when rumours emerged that the merger would be accompanied by redundancies in B. The directors of both companies failed to conduct an open exchange of company stories, and did not discuss how both cultures would align to a new story after the merger. Planned communication was replaced by stories exchanged informally on the grapevine, which were overly pessimistic.

Q. As a leader what measures you would have taken to avoid such a mishap? (100-125 words)

ACTIVITY 2.g. (PC 3.3, PE 3, KE 5)

Assessing Your Natural Leadership Style--Workshop

Workshop instructions: First turn to Appendix I, Assessing Your Leadership Style. Complete the questions quickly, putting a mark by your first response. Next, turn to Appendix II, the Scoring The Leadership Style sheet. One point should be given for each answer. Total each column. Group I is the directive style, Group II is the consultive style and Group III is the delegative style. The scores will range between two styles. Make sure you fill out the personal application part at the bottom of the sheet. Finally, review Appendix III, the Leadership Style Summary sheet by underlining statements that you believe are true of you.

(The answers may vary depending on individual leadership style, hence there is no wrong response)

APPENDIX I

Assessing Your Leadership Style

1. In leading a group meeting is it most important to:

(A) Make sure you stay on the agenda, timetable and accomplish the objectives.

(B) Make sure each person really feels that he has been heard.

2. In a meeting you are leading, one person is dominating the discussion. Do you:

(A) Call on other people to participate as much as you can.

(B) Hope he will eventually run out of things to say or realize he is talking too much.

3. You arrive late at a very important meeting and discover your assistant has not set the room up properly. He is busily involved in last-minute preparations. Do you:

(A) Assume its too late to do anything and do your best with things as they are.

(B) Pull him to one side and tell him what has to be done.

4. Your assistant has consistently missed deadlines on critical reports you need: Do you:

(A) Find someone else who can do the job.

(B) Discuss why hes having difficulty and ask how you can help.

5. You have just hired a new employee to help your assistant do her job. The best way to get him started is to:

(A) Make sure he has an opportunity to get to know the other people he will be working with.

(B) Let him have enough adjustment time to get use to the new job.

6. The best way to keep your people up to date on changes is to:

(A) Realize that everyone will learn about the changes through the regular company

communications and recognize that if anyone has questions they can get in touch with you.

(B) Send out a memo dealing specifically with those items that will affect your department.

7. You are leading a staff meeting and one of your subordinates questions a decision you have made. Do you:

(A) Try to explain why you arrived at your decision.

(B) Ask him to elaborate why he has questions.

8. You discover a subordinate has been critical of your leadership. Do you:

(A) Set up a meeting to discuss why he has been critical.

(B) Wait until he brings it up to you directly.

9. You find your viewpoint is not being accepted by your team but you are convinced it is the right way to go. Do you:

(A) Allow a little time to go by and see if some attitudes change.

(B) Ask them to suggest other alternatives that will accomplish the objectives.

going.

ACTIVITY 2.g. (cont.)

10. When solving a problem that affects your entire department do you:

(A) Present the problem, the solution and each persons part in the implementation.

(B) Discuss the problem and try to get everyone to agree on a common solution.

11. In handling day-to-day communications have you found it best to:

(A) Encourage spontaneous meetings to discuss key decisions.

(B) Discuss the problem and try to get everyone to agree on a common solution.

12. In establishing a committee to work on a problem is it best to:

(A) Allow the committee to function at their own pace.

(B) Ask the committee to establish their own timetable after they understand the objectives.

13. The best way to handle a difference of opinion between two members of your team is to:

(A) State the differences of opinion and present a compromise position that both can accept.

(B) Encourage the two to meet together and work out their differences.

14. In a group of peers, do you:

(A) Try to make sure everyone has been heard.

(B) Enjoy listening to the ideas of others.

ACTIVITY 2.g. (cont.)

APPENDIX II Scoring the Leadership Style

Question Group I Directive Group II Consultive Group III Delegative

1 A___________ B ___________ C ________

2 C __________ A ___________ B ________

3 B __________ C ___________ A ________

4 A __________ B ___________ C ________

5 C __________ A ___________ B ________

6 B __________ C ___________ A ________

7 A __________ B ___________ C ________

8 C __________ A ___________ B ________

9 C __________ B ___________ A ________

10 A __________ B ___________ C ________

11 B _________ A ___________ C ________

12 C _________ B ___________ A ________

13 A __________ C __________ B ________

14 C __________ A _________ B ________

Total Personal Application

My natural leadership style is _____________________________

This means under normal situations I would tend to:

ACTIVITY 2.g. (cont.)

APPENDIX III Leadership Style Summary

DIRECTIVE LEADERSHIP STYLE

1. In challenging situations you feel most comfortable working from clear guidelines.

2. In meetings you take charge early and become anxious to get down to business.

3. You find it easy to assign tasks, provide schedules and monitor progress.

4. You may tend to become impatient when subordinates want to prolong a discussion. You tend to be more concerned with getting the job done than you are with meeting interpersonal needs.

5. In situations in which you have complete control, you tend to relax more, assume an easy-going manner and become more patient and considerate.

CONSULTIVE LEADERSHIP STYLE

1. The primary goal is to have good interpersonal relations with others.

2. You tend to be very sensitive to the individual members of the group and are especially concerned with their feelings.

3. In a meeting you would tend to encourage the participation of various members of the group.

4. In high stress situations you tend to find it more difficult to reach the goal.

5. You function best in moderate control situations where you are able to deal with interpersonal relations and deal effectively with difficult subordinates.

DELEGATIVE LEADERSHIP STYLE

1. In challenging situations, you allow the greatest freedom to your subordinates.

2. You can become overly tolerant of non-productive members of your team.

3. Your best day is one in which you have spent the majority of your time helping others accomplish their goals.

4. You schedule meetings but may tend to have a difficult time bringing the discussion to any definitive conclusion or implementation plan.

5. You tend to function best with subordinates who enjoy working on their own and need little day-today supervision from you.

ACTIVITY 2.g. (cont.)

APPENDIX IV Matching Leadership Style Work Sheet

Matching Leadership Style with the Requirements of the Situation and Individual Needs

A. Directive Style Works Best

In the Following Situations With the Following People:

B. Consultive Style Works Best

In the Following Situations With the Following People:

C. Delegative Style Works Best

In the Following Situations With the Following People:

Activity 2a to 2g checklist for assessor

Learners name Assessors name Unit of Competency

(Code and Title) Date(s) of assessment Marking checklist:

Did the learner replied satisfactorily? (Yes / No) Performance Criteria*

2a. What are the types of problems and risks which arise for individuals during organisational change that you would need to develop learning and communication solutions to address? List at least eight examples. Yes No

(Please circle) 2.2, 2.3, KE-4

2b(1) The theory on transformational and transactional leadership was conceptualised by _____ and further developed by _________. Yes No

(Please circle) 1.1

2b(2). The four dimensions of transformational leadership Yes No

(Please circle) PC 1.2, PE 1

2b(3) Individualized consideration when a leader approaches employees as individuals rather than as members of a group, pays special attention to their needs for development by acting as a ______. (KE 5, 6) Yes No

(Please circle) KE 5,6

2b(4) What are the characteristics of a leader of change? Mention any 4. Yes No

(Please circle) PC 3.1, PE 2,

KE 5

2b(5) Transformational Leadership Behaviours (according to Colonel Mark A. Homrig)? Mention any 4. Yes No

(Please circle) PC 1.1 PE 1

2c. Mini Case Study:

Q.1In your opinion what best methodology Shirley could have adopted to resolve this issue?

Q.2Consider yourself as manager and from the methodology you mention in Q.1. Discuss the process of settlement in detail. Yes No

(Please circle) PC 2.2, 2.3

2d. Mini Case Study:

1. Identify the relevant case facts.

2. Identify affected parties3. Who should be involved in resolution?

4. Explain possible course of action. Yes No

(Please circle) PC-1.1, 1.3, 2.3, 3.2 KE 4

2d(i) How could you use your knowledge of communication richness to be more effective in your own communications?

What are the three biggest advantages and disadvantages you see regarding technology and communications?

Explain the difference between internal and external communications in an organization, giving examples of each. Yes No

(Please circle) PC 1.4, 2.3, 2.4, PE 3, KE 2, 4

2e. Leadership behaviour analysis matrix. Yes No

(Please circle) PC 2.1, 3.2, PE 3, KE 5,6

2f As a leader what measures you would have taken to avoid such a mishap? Yes No

(Please circle) PC 2.1, 2.3

2g Assessing Your Natural Leadership Style--Workshop Yes No

(Please circle) PC 3.3, PE 3,

KE 5

Comments

Assessors comments here:

The learners performance was: Not yet satisfactory Satisfactory

Activity 3a to 3d:

Objective(s) Performance Criteria

1.2 Develop strategic change strategy in collaboration with relevant stakeholders

1.3 Brief internal and external stakeholders of strategic change processes and intended outcomes

2.4 Make changes to change management process according to risks and inform stakeholders of updates

3.1 Analyse impacts of leadership on change management process using self-reflection

3.2 Seek feedback on leadership during change management process from staff

3.3 Apply feedback to leadership styleKnowledge Evidence:

key stakeholders involved in strategic change

strategic change risks and mitigation strategies including learning and communication processes

Note: Once Completed keep on saving the completed activities in the learner workbook itself, until the learner workbook is fully completed.

Mapping to Unit of competency details (Activity 3a to 3d):

BSBLDR811 - Lead Strategic transformation

Elements and Performance Criteria Foundation Skills

Performance criteria Performance evidence Knowle.dge Evidence Learning Reading Writing Oral commu-nicationTeamwork Planning and Organising

1 Prepare to undertake strategic change

1.2 Develop strategic change strategy in collaboration with relevant stakeholders 3a, 3d 1.3 Brief internal and external stakeholders of strategic change processes and intended outcomes 3a 2. Lead strategic change

2.4 Make changes to change management process according to risks and inform stakeholders of updates A3a, 3. Review strategic outcomes KE2, KE4

3.1 Analyse impacts of leadership on change management process using self-reflection A-3b 3.2 Seek feedback on leadership during change management process from staff A-3b 3.3 Apply feedback to leadership style A-3c Legend: A - stands for Activity

ACTIVITY 3.a (PC1.2, 1.3, 2.4 KE 2)

Critical Thinking

List 10 stakeholders of an organisation and give reasons why they would be interested? (75-100 words)

Answer

ACTIVITY 3.b. (PC 3.1, 3.2)

Mini Case Analysis

Case Outline:

You are a trainee accountant in your second year of training within a small practice. A more senior trainee has been on sick leave, and you are due to go on study leave. You have been told by your manager that, before you go on leave, you must complete some complicated reconciliation work. The deadline suggested appears unrealistic, given the complexity of the work.

You feel that you are not sufficiently experienced to complete the work alone. You would need additional supervision to complete it to the required standard, and your manager appears unable to offer the necessary support. If you try to complete the work within the proposed timeframe but fail to meet the expected quality, you could face repercussions on your return from study leave. You feel slightly intimidated by your manager, and also feel pressure to do what you can for the practice in what are challenging times.

Key fundamental principles affectedIntegrity: Can you be open and honest about the situation? Would it be right to attempt to complete work that is technically beyond your abilities, without proper supervision?

Professional competence and due care: Is it possible to complete the work within the time available and still act diligently to achieve the required quality of output?

Professional behaviour: Can you refuse to perform the work without damaging your reputation within the practice? Alternatively, could the reputation of the practice suffer if you attempt to perform the work?

Questions you need to answer are:

1. Identify the relevant case facts.

2. Identify the affected parties.

3. Who should be involved in the resolution?

4. What is the possible course of action(s)?

Suggested answers to these questions are 300-400 wordsACTIVITY3.c. (KE 4, PC 3.3)

Explain the objectives, plans and strategies of the organisation, and outline the planning approaches used to develop them. (KE 4) (150-200 words)

Q. 2 What are the four components of decision-making styles underlying the Leadership Judgement Indicators?

(50-75 words)

ACTIVITY3.d. (PC 1.2 KE 4)

Q. Discuss the principles of military strategy that can lead to victory in any field (Total 150-200 words)

Activity 3a to 3d checklist for assessor

Learners name Assessors name Unit of Competency

(Code and Title) Date(s) of assessment Marking checklist:

Did the learner replied satisfactorily? (Yes / No) Performance Criteria*

3a. List 10 stakeholders of an organisation and give reasons why they would be interested? Yes No

(Please circle) PC1.2, 1.3, 2.4

KE 2

3b. Mini Case Study:

1. Identify the relevant case facts.

2. Identify the affected parties.

3. Who should be involved in the resolution?

4. What is the possible course of action(s)? Yes No

(Please circle) PC 3.1, 3.2

3c. Q1.Explain the objectives, plans and strategies of the organisation, and outline the planning approaches used to develop them.

Q2. Q. 2 What are the four components of decision making styles underlying the Leadership Judgement Indicators? Yes No

(Please circle) PC 3.3, KE 4

3d. Q. Discuss the principles of military strategy that can lead to victory in any field Yes No

(Please circle) PC 1.2, KE 4

Comments

Assessors comments here:

The learners performance was: Not yet satisfactory Satisfactory

Activity 4a to 4f:

Objective(s) Performance Criteria

1.1 Identify personal responsibilities in strategic transformation process according to task objectives

1.3 Brief internal and external stakeholders of strategic change processes and intended outcomes1.4 Establish communication channels for organisational personnel to contact management2.1 Analyse and confirm capacity and competence of relevant individuals to contribute to change processes and plans

2.2 Identify and resolve risks in change management process

2.3 Develop learning and communication processes for addressing problems and risks arising during organisational change

2.4 Make changes to change management process according to risks and inform stakeholders of updates

3.1 Analyse impacts of leadership on change management process using self-reflection

3.2 Seek feedback on leadership during change management process from staff

3.3 Apply feedback to leadership styleKnowledge Evidence:

content of and process for developing a change management strategy

key stakeholders involved in strategic change

strategic change risks and mitigation strategies including learning and communication processes

Note: Once Completed keep on saving the completed activities in the learner workbook itself, until the learner workbook is fully completed.

Mapping to Unit of competency details (Activity 4a to 4f):

BSBLDR811 - Lead Strategic transformation

Elements and Performance Criteria Foundation Skills

Performance criteria Performance evidence Knowledge Evidence Learning Reading Writing Oral commu-nicationTeam workPlanning and Organising

1 Prepare to undertake strategic change

1.1 Identify personal responsibilities in strategic transformation process according to task objectives A-4d 1.3 Brief internal and external stakeholders of strategic change processes and intended outcomes A-4c 1.4 Establish communication channels for organisational personnel to contact management A-4e 2. Lead strategic change

2.1 Analyse and confirm capacity and competence of relevant individuals to contribute to change processes and plans A-4c 2.2 Identify and resolve risks in change management process A-4d 2.3 Develop learning and communication processes for addressing problems and risks arising during organisational change A-4e 2.4 Make changes to change management process according to risks and inform stakeholders of updates A-4a, A-4d 3. Review strategic outcomes

3.1 Analyse impacts of leadership on change management process using self-reflection A-4a, A-4d, A-4e, A-4f A4f PE-1, 2 3.2 Seek feedback on leadership during change management process from staff A-4b, A-4f 3.3 Apply feedback to leadership style A-4b, A-4e, A-4f KE1, 2 & 4 Legend: A - stands for Activity

ACTIVITY 4.a (PC 2.4, 3.1)

ADKAR a model for change management (Soft Copy on Moodle for print)

(Individual Activity)

After reading the article on ADKAR A model of change management, complete the exercise given in the end of the case study and make a presentation of 5 minutes discussing how you will implement change in your organisation using ADKAR model. (250-300 words)

ACTIVITY 4b (PC3.2, 3.3 KE 1, 2 & 4)

Q Explain why the staff feedback on leadership during change management process is important. (400-500 words)

Answer

ACTIVITY 4.c. (PC1.3, 2.1)

Q. Change: Briefly elaborate the below statement? (the answer may vary as per the individuals understanding)

It is not the strongest of the species that survive, nor the most intelligent, but the one that is most responsive to change.(Charles Darwin) (150-200 words)

Answer

ACTIVITY 4.d (PC1.1, 2.2, 2.4, 3.1)

Q.1Discuss briefly any 4: (200-250 words)

Q.2How to recognize the stages of adaption to change? Explain with the help of flow chart?

Q.3Different theories of organizational and industrial change emphasize different barriers to change: Discuss any 3 (150-225 words)

ACTIVITY 4.e. (PC1.4, 2.3, 3.1, 3.3)

Q.1Discuss the five goals that a leader want to accomplish through communication: (150-200 words)

Q.2List down Communication Checklist - best practices in managing change? And discuss briefly?

(250-300 words)

Q.3Discuss Psychologist Kurt Lewin developed his framework in the 1930s, and it provided the foundation of many of the approaches that followed afterwards. He argued that there are three major styles of leadership:

(150-175 words)

Q.4What is Flamholtz and Randle's Leadership Style Matrix? (50 75 words)

Q.5Discuss any 3 specific leadership styles? (150-200 words)

ACTIVITY 4.f (PC 3.1, 3.2, 3.3, PE1, 2)

Case Study: Spread too thin (delegation)

By: Alison Beard

Source: From the Harvard Business Review Magazine (NovemberDecember 2017)

Carla was killing off her leading man. And it felt goodbut not perfect. She drummed her fingers on the editing desk and squinted at the monitors in front of her as she scrolled through footage from the season finale ofDope,her production companys long-running drama series about DEA agents.

Whats wrong? asked Melanie, who had written and directed the episode.

In that last scene, we need quicker cuts between the fire at the lab and the flashbacks. And the song isnt right. Viewers should be sad, yes, but mostly shocked. This is their hero dyingwithout any warning.

Melanie looked upset, and Carla felt a pang of guilt.Dopewas supposed to be Melanies now. Carla had handed overshowrunner1responsibilities to her protg last year so that shed have more time to spend on the other two series that C3 Productions had on the same network, RBN. But this scenecappingDopes 10th season with the surprise death of a main characterwas too important to Carla. Shed pushed Melanie to go for a blockbuster finale and helped her write the script. She had to make sure the execution was right, too.

CASE STUDY CLASSROOM NOTES

1Showrunner is an industry term for the person who oversees day-to-day operations of a show, including script writing, directing, and editing.

The network wants a final cut by midnight, Melanie said tensely.

Carla looked at the time: 3 PM. Shed been on the set of911,her police drama now in its second year, since early morning and was scheduled to do a script read-through with the cast ofForty Stories,her newest series, about the residents of a Manhattan high-rise, from afternoon into evening. Shed intended to stop by theDopeset only briefly, to give Melanies work a final sign-off. But now shed have to come back, sacrificing the 9-to-midnight window shed hoped to spend working on a new idea: a sitcom-length dramedy about aging that would be something totally newand excitingfor C3. Shed been trying to write the pilot for months ,but working 13 hours or more a day,2she just couldnt find the time. Melanie wasnt the only one feeling frustrated.

2Should this work schedule be expected for someone in Carlas position? Is it sustainable?

Ill come back tonight, Carla said. Its almost there, she added.

Sure, Melanie said glumly. But we still need that Carla magic.

Carla gave a tight smile. Michael Love, RBNs head of programming, had first used those words nine months before, at the annual upfront presentation,3when networks give ad buyers a preview of their new seasons and shows. Word had leaked that Melanie was taking overDope,though Carla would stay on as co-executive producer. When people asked what that meant, Michael had assured them that every C3 show on RBN would still have that Carla magican emotional centre, sharp dialogue, and surprising plot twiststhat garnered high ratings, especially in the coveted 18- to 34-year-old demographic.

3Networks sell the bulk of their prime-time ads during the upfront period, which typically occurs in late May.

Now the term had become something of a catchphrase with the network suits. When Carla nominated assistant producers to write scripts or direct, the concern was always Do they have your magic? When RBN sent notes on first cuts of shows, the feedback was often Needs more C.M.

Though Carla had initially been flattered by Michaels endorsement, shed come to resent it. Juggling three shows,all on demanding 24-episode schedules,4she wasnt sure she had enough magic to go around anymore.

4Most network series run for 22 to 24 episodes from late September through May. Many cable series, by contrast, run markedly fewer, often around 10 episodes a year.

Under Pressure

As Carla headed to theForty Storiesset, her phone rang. It was Michael. Did you see last nights ratings?

Michael, you know I dont check next-day numbers.

It wasnt good.

It was a busy night with the NBA playoffs. People DVRd us. Well see pickup over the weekend.

We didnt last weeknot enough. Look, Melanies a capable producer.But she still needs your oversight.55In order to maintainDopes high quality but also free up time in her own schedule, what level of oversight should

Carla be giving Melanie?

I know, and she has it, Carla said.

Hows the finale shaping up? I hope youre taking the reins back for this one. Its important.

Im working on it with Melanie tonight. But Michael, I cant manage three shows without delegating. I tried last season, and its just not sustainable. I barely slept. I need Melanie to runDope,and Im hoping that next year, on911,Keston can do more directing and script writing.66How will Carla know when her assistants are ready for more responsibility?

We cant do thatits too soon. We were lucky to avoid a second-year slump. We need you to be completely hands-on.

Then we have to think about cutting episodes. We could move from 24 to 16, start later in September, and take a longer winter hiatus. Id have more time for all three shows if the schedule werent so tight.

Carla, weyouhave three of the top 15 shows on television. The market is shrinkingand getting more fragmented7but the revenue from your shows is going up.Dopestill pulls in $150 million a year in ads, and the others are close. Thats huge moneyfor us and for you. And you want to cut back? If I suggested that to Bill, he said, referring to RBNs president, Id be laughed out of the room.

7Today there are more than 50 national U.S. television networks. Owing to this fragmentation and the advance of digital media, the most popular scripted shows on TV now draw about 14 million viewers per episode, on average, down from averages of more than 20 million per episode in the 1980s.

If you want me to keep giving you good shows with high ratings, I need time to be creative, she countered. And I dont have that right now.

Youll have the summer.

To write scripts and plot story lines. Its the same treadmill. I cant work on anything new.

You know youll never really give up control. These are C3 shows: Carla Tremont Productions. Its your name. Theyre your babies. And youre a perfectionist. Thats why we love you.

He was right; theywereher babies, and she couldnt imagine ever fully letting them go. But she had to do something to give herself more time to think. Michael, I was due at a read-through 10 minutes ago.

Surejust one more thing: Did you say youre working on something new?

No, she answered, with only a moments hesitation. It was technically the truthbut she still felt guilty.

When shed first conceived of911andForty Stories,shed floated them with RBN right away. C3 was under contract to give the network the right of first refusal to any new shows, and Michael had been a terrific, if tough, partner since the early days ofDope.8But her new idea was edgier, more explicitnot at all right for RBN. She envisioned it airing on a cable network like AMC or HBO, or maybe Netflix, Amazon, or the new media upstart that was getting so much buzz, Cascade.

8Given Carlas first-look agreement with RBN, what obligation does she have to create only shows appropriate for that network? Could pitching elsewhere jeopardize her relationship with Michael and RBN?

How could she explain to Michael that she wanted to scale back on her existing shows so that she could create a new one shed most likely pitch to a competitor?9And what if the dramedy idea failed? Shed worked incredibly hard for her three hits and knew that the ridean amazing and lucrative onewouldnt last forever. Maybe she should suck up the workload and enjoy her success while it lasted.

9The formal pitching season for broadcast networks runs from July to October. Networks might see 500 ideas, buy the rights to 60, and, after discussions with show creators, order 12 pilot episodes to be produced.

Heart to Heart

TheForty Storiesread-through took longer than expected. The script, from another of Carlas up-and-coming producers, needed tweaking, and shed been too busy to eat dinner. Munching on a bag of almonds, she made her way back to C3. Two hours later, at a little before midnight, she and Melanie had nailed their scene. She was exhausted but exhilarated.

Just in time, Melanie said, yawning. Thanks. I didnt want to ask you for help, but I clearly needed it. I feel mostly on top of things, but its good to work together again.

Next year will be easier, Carla said.

Maybe, Melanie said. But Ill never be you. I had a drink with Keston the other night, and he feels the same way. At the end of the day, these are your shows, not ours, and its hard to run them without you.

No ones asking you to be me. What we need is more Melanie magic.

Melanie brightened. Hey, are we still going to that top-women-in-TV breakfast tomorrow?

Carla groaned inwardly. Im not speaking, am I? Do we both need to go?

Youre not presenting, but it wont be pretty if I show up without you.

OK, then. Lets call it a night.

A Proposition

Carla walked into the Beverly Hilton ballroom the next morning and ran into Dale Grossman, the new head of content at Cascade. Shed met him at the previous years Emmys, when he was still at HBO.

Carla, great to see you again.

You, too, Dale. Congrats on the move to Cascade.

Thanks; Im really fired up about it. Huge shows coming upone from Tarantino, the other from Clooney, acting and directing. Limited series, of course. Cant tie these big stars down. But top-notch production, filmed on location, amazing scripts and casts.1010Streaming services that offer high-profile shows such asHouse of CardsandTransparenthave fundamentally changed the dynamics of the TV industry in recent years. Is this a trend Carla needs to be a part of?

Expensive, Carla replied.

Well, our investors believe that content is still king. Of course, I dont have to tell you that! Youre the queen of RBN.

Youre too kind.

Seriously, three showson that gruelling network timetable. And you still find time for business breakfasts!

I try, Carla said drily.

Would you have time for lunch at Cascade? Our CEO would love to hear your perspective on the industry, what audiences really want, how our shows stack up. I know youre locked in at RBN, but

Im not locked in, she interrupted. RBN gets a first look, but were not tied to them.

Of course. Well, if youre ever ready to do something different, wed love to discuss it.

He handed her a card, and Carla took it. Part of her wanted to leave right then and there to write the pilot, schedule the meeting, make the pitch. But she couldnt. She had to be on theForty Storiesset in an hour, to make sure that finale was perfect, too.

Later, she considered her situation. She had more magic left in her. But she wasnt sure she could sprinkle it across three shows and a new venture. Shed have to cede control to Melanie and Keston, or shed have to convince Michael that the series would benefit from fewer episodes in the long run, even if RBN and C3 took a financial hit in the short term. The only other option was to convinceherselfthat the dramedy idea wasnt so urgent; she could set it aside and wait for things to slow down in a few years, as they surely would.11

11The longest-running drama series in the modern era includeLaw & Order(20 seasons),Law & Order: Special Victims Unit(19),NCIS(15),CSI: Crime Scene Investigation(15), andER(15).

That was all the thinking she had time for, though: Her casts and crews and viewers were waiting.

Question: Should Carla focus on her hit series or cede control and start the next new thing?

Suggested range of Answers. (A range of options are provided here in the response, student may refer few and explain. (400-500 words)

Activity 4a to 4f checklist for assessor

Learners name Assessors name Unit of Competency

(Code and Title) Date(s) of assessment Marking checklist:

Did the learner replied satisfactorily? (Yes / No) Performance Criteria*

4a. After reading the article on ADKAR A model of change management, complete the exercise given in the end of the case study and make a presentation of 5 minutes discussing how you will implement change in your organisation using ADKAR model. Yes No

(Please circle) PC 2.4, 3.1

4b. Explain why the staff feedback on leadership during change management process is important. Yes No

(Please circle) PC3.2, 3.3

KE 1, 2 & 4

4c. Q. Change: Briefly elaborate the below statement? (the answer may vary as per the individuals understanding)

It is not the strongest of the species that survive, nor the most intelligent, but the one that is most responsive to change.(Charles Darwin) Yes No

(Please circle) PC1.3, 2.1

4d. Q.1Discuss briefly any 4:

Locating change

Setting the pace

Integrating change

Enabling change

Balancing priorities

Maintaining Stability

Reacting to change

Q2. How to recognize the stages of adaption to change? Explain with the help of flow chart.

Q.3Different theories of organizational and industrial change emphasize different barriers to change: Discuss any 3. Yes No

(Please circle) PC1.1, 2.2, 2.4, 3.1

4e. Q.1Discuss the five goals that a leader want to accomplish through communication:

Q.2List down Communication Checklist - best practices in managing change? And discuss briefly?

Q.4What is Flamholtz and Randle's Leadership Style Matrix.

Q.5Discuss any 3 specific leadership styles? Yes No

(Please circle) PC1.4, 2.3, 3.1, 3.3

4f. Case Study:

Question: Should Carla focus on her hit series or cede control and start the next new thing?

Yes No

(Please circle) PC 3.1, 3.2, 3.3, PE1, 2

Comments

Assessors comments here:

The learners performance was: Not yet satisfactory Satisfactory

Activity 5a, 5b and 6a to 6g:

Objective(s) Performance Criteria

3.2 Seek feedback on leadership during change management process from staff

3.3 Apply feedback to leadership stylePerformance Evidence

lead a strategic business transformation for an organisation or large work area on at least one occasion.

In the course of the above, the candidate must:

prepare to provide strategic leadership during a business change processreview strategic outcomes and incorporate feedback into leadership style.

Knowledge Evidence:

content of and process for developing a change management strategy

key stakeholders involved in strategic change

organisational mission, purpose and values

strategic change risks and mitigation strategies including learning and communication processesrange of leadership styles

personal development planning methodologies

organisational transformation and the management of the stages of change.

Note: Once Completed keep on saving the completed activities in the learner workbook itself, until the learner workbook is fully completed.

Mapping to Unit of competency details (Activity 5a, 5b and 6a to 6g):

BSBLDR811 - Lead Strategic transformation

Elements and Performance Criteria Foundation Skills

Performance criteria Performance evidence Knowledge Evidence Learning Reading Writing Oral commu-nicationTeam workPlanning and Organising

3. Review strategic outcomes PE1, 2, 3 A6a-KE1, A6b-KE2, A6c_KE3, A6d-K34, A6e-KE5, A6F-KE6 & A6g-KE7

3.2 Seek feedback on leadership during change management process from staff A-5a 3.3 Apply feedback to leadership style A-5a Legend: A - stands for Activity

ACTIVITY.5 a (PC 3.2, 3.3 PE 1, 2)

Describe how you would lead a strategic business transformation for an organisation. (150-200 words)

Answer

ACTIVITY.5 b (PE 3)

a. List three strategies you could apply to create a workplace climate that encourages and allows for the receiving and giving of constructive feedback (50-75 words)

b. What strategies can you adopt to seek and encourage contributions from relevant individuals? (50-75 words)

ACTIVITY.6 a (KE 1)

Explain the objectives, plans and strategies of the organisation, and outline the planning approaches used to develop them. (75-100 words)ACTIVITY.6 b (KE 2)

Explain the steps involved for integrating your own emotions as a leader when making decisions regarding strategic changes?(75-100 words)

ACTIVITY.6 c (KE 3)

Provide the mission, purpose and values of the organisation, and explain their importance. (75-100 words)

ACTIVITY.6 d (KE 4)

What are the types of problems and risks which arise for individuals during organisational change that you would need to develop learning and communication solutions to address? List at least eight examples. (75-100 words)

ACTIVITY.6 e (KE 5)

Identify at least three different leadership styles that could be used to develop approaches to best respond to the impact of change on people and processes.

ACTIVITY.6 f (KE 6)

Outline a personal development planning methodology.(100-125 words)

ACTIVITY.6 g (KE 7)

Explain what organisational transformation is. (50-75 words)

Activity 5a, 5b and 6a to 6g checklist for assessor

Learners name Assessors name Unit of Competency

(Code and Title) Date(s) of assessment Marking checklist:

Did the learner replied satisfactorily? (Yes / No) Performance Criteria*

5a. Describe how you would lead a strategic business transformation for an organisation. Yes No

(Please circle) PC 3.2, 3.3

PE 1, 2

5b. a. List three strategies you could apply to create a workplace climate that encourages and allows for the receiving and giving of constructive feedbackb. What strategies can you adopt to seek and encourage contributions from relevant individuals? Yes No

(Please circle) PE 3

6a. Explain the objectives, plans and strategies of the organisation, and outline the planning approaches used to develop them. Yes No

(Please circle) KE - 1

6b. Explain the steps involved for integrating your own emotions as a leader when making decisions regarding strategic changes? Yes No

(Please circle) KE - 2

6c. Provide the mission, purpose and values of the organisation, and explain their importance.

Yes No

(Please circle) KE - 3

6d. What are the types of problems and risks which arise for individuals during organisational change that you would need to develop learning and communication solutions to address? List at least eight examples. Yes No

(Please circle) KE - 4

6e. Identify at least three different leadership styles that could be used to develop approaches to best respond to the impact of change on people and processes. Yes No

(Please circle) KE - 5

6f. Outline a personal development planning methodology. Yes No

(Please circle) KE - 6

6g. Explain what organisational transformation is. Yes No

(Please circle) KE - 7

Comments

Assessors comments here:

The learners performance was: Not yet satisfactory Satisfactory

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