center23002457459410012100center818008745855Himanshu Sanjay Jaiswal

center23002457459410012100center818008745855Himanshu Sanjay Jaiswal

941009200Himanshu Sanjay Jaiswal

center700007484110MGMT7250Assessment-4Action Briefing REPORT: TANAMI WINES u7751997Word count-600

9410010000MGMT7250Assessment-4Action Briefing REPORT: TANAMI WINES u7751997Word count-600

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9410036300

Table of Contents

TOC o "1-3" h z u Problem Definition PAGEREF _Toc149496171 h 3Aggregation PAGEREF _Toc149496172 h 3Recommendations PAGEREF _Toc149496173 h 4Implementation PAGEREF _Toc149496174 h 6Assessment PAGEREF _Toc149496175 h 6References: PAGEREF _Toc149496176 h 8

Table of tables TOC h z c "Table" Table 1 Bayes Theorem Calculation. PAGEREF _Toc149496721 h 4Table 2: PICOC Table PAGEREF _Toc149496722 h 4Table 3: LOGIC Model. PAGEREF _Toc149496723 h 5Table 4: Propose measures and timeline for undertaking assessment. PAGEREF _Toc149496724 h 6

Problem Definition Tanami Wines, an Australian family-run winery, faces dual challenges: meeting consumer trends adjustments, and minimizing the climate change effects. As a result, this has caused uncertainty among the workforce, reduced morale, and lowered job satisfaction. To obtain the required money, the company is considering strategic movements like globalization and listing itself in the market. Nevertheless, these possible interventions have generated anxiety among employees prompting the company to think of both stakeholders and scientific information before making an educated decision.

Figure SEQ Figure * ARABIC 1- Employee turnover and satisfaction.

Aggregation

Both qualitative and quantitative studies are done to support research about CAT and expansions effect on worker satisfaction and departure rate. High posterior probabilities based on calculations using Bayes Theorem are obtained for seven studies; key themes include cognitive factors in job satisfaction and the importance of a learning culture. Thus CITATION Bou21 l 1033 (Boulagouas et al., 2021) (posterior = .7) and CITATION Sam22 l 1033 (Samar Rahi, 2022) (posterior = .84), both provide empirical evidence that emotional and cognitive engagement are vital in employee morale. Although they are limited in scope and time, these studies demonstrate a moderate degree of trustworthiness and consistency. Posterior probabilities also corroborate their findings, thus, the Bayes calculations constitute a numerical basis which is supplementary to the qualitative results and hence give solid grounds for the study.

Table SEQ Table * ARABIC 1 Bayes Theorem Calculation.Evidence Prior (E|Htrue) (E|Hfalse) Posterior Notes

CITATION Bou21 l 1033 (Boulagouas et al., 2021)0.5 0.7 0.3 0.7 Controlled study without a pretest or uncontrolled study with a pretest.

CITATION Sam22 l 1033 (Samar Rahi, 2022)0.7 0.7 0.3 0.84 Controlled study without a pretest or uncontrolled study with a pretest.

CITATION Kum18 l 1033 (Kumar et al., 2018)0.84 0.7 0.3 0.92 Controlled study without a pretest or uncontrolled study with a pretest.

CITATION Aka18 l 1033 (Akarsu et al., 2018)0.92 0.7 0.3 0.96 Controlled study without a pretest or uncontrolled study with a pretest.

CITATION Smi14 l 1033 (Smith, 2014)0.96 0.8 0.2 0.99 Systematic review or meta-analysis of non-randomized controlled and/or before-after studies.

CITATION Led20 l 1033 (Ledesma-Chaves et al., 2020)0.99 0.8 0.2 1 Systematic review or meta-analysis of non-randomized controlled and/or before-after studies.

CITATION Lin21 l 1033 (Lin & Huang, 2021)0.99 0.9 0.1 1 Randomized controlled study.

RecommendationsThe logic model is in relation to the pre-established PICOC table.

Table SEQ Table * ARABIC 2: PICOC TableAspect Description

Population Tanami Wines Staff

Intervention Employee morale and turnover

Comparison Before and after the implementation of global expansion strategies

Outcome Job satisfaction and retention

Context Global expansion

Table SEQ Table * ARABIC 3: LOGIC Model.Problem: Challenges with employee morale and turnover rates due to global expansion and potential public listing

Strategy: To implement a comprehensive employee engagement and retention program.

Intervention Employee morale and turnover.

Inputs Activities Outputs Outcomes

Resources Short-Term Results Medium-Term Results Long-Term Results

Software tools for feedback collection, performance tracking, and communication will be procured and maintained.

External consultants may be hired for specialized training or to provide expert advice, pending approval from Investors and Shareholders.

HR staff will be responsible for designing and conducting workshops, training programs, and feedback sessions.

Resources like training manuals, online courses, and interactive modules will be procured or developed for employee training.

Conduct workshops to enhance managers' emotional intelligence, enabling them to better understand and manage their teams.

Organize workshops to help employees align their personal goals with the company's strategic objectives.

Establish regular feedback sessions where employees can voice their concerns and suggestions, making them feel heard and valued.

Implement measures to increase transparency around company decisions and future, particularly those that directly impact employees.

Regularly update Investors and Shareholders on the progress of the employee engagement and retention program, ensuring their continued support. Employee Engagement Workshops

Workshops designed and conducted by the Management Team to improve employee engagement and morale.

Retention Bonuses

Financial incentives approved by Investors and Shareholders to encourage key employees to stay with the company.

Performance Metrics Dashboard

A real-time dashboard to track key performance indicators related to employee morale and turnover.

Employee Feedback Reports

Compilation and analysis of employee feedback to identify areas for improvement.

Transparency Reports

Periodic reports detailing company decisions, financial health, and future plans to maintain transparency among all stakeholders. Surveys will be conducted within the first three months post-intervention to measure immediate impacts on job satisfaction among Tanami Wines Staff. Turnover rates will be monitored for four to six months post-intervention to assess the effectiveness of the program in retaining staff. After a year, the company will evaluate long-term metrics like revenue growth and shareholder returns to assess the overall impact of the intervention on organizational performance and value for Investors and Shareholders.

Assumptions:

It is assumed that employees are open to participating in new programs aimed at improving morale.

Managers are committed to the successful implementation of these programs. External Factors:

Market conditions, such as economic downturns, could affect the business and thereby employee morale.

Regulatory changes could impact employment contracts, affecting turnover rates.

The recommended measures include emotional intelligence training for the managers and alignment workshops for the staff in terms of employee engagement. These include giving of allowances or awarding employees with other financial benefits such as career development programs. Metrics dashboard and periodic employee surveys can help improve performance monitoring. Quarterly updates and transparency reports are essential tools of stakeholder communication in terms of Investors and Shareholders. This means making adequate allocations of resource such as budgeting for training and bonuses. Lastly, constant feedback mechanism should be put in place so that employees will always feel important and to spot out areas which need improvement. The proposed recommendations constitute a structured approach using the logic model.

ImplementationTanami Wines has several challenges in implementing their recommendations. For instance, budgetary pressures can limit bonuses and training programs due to lack of funds. At the same time, time constraints might clash against employees working hours. Interventions could be hindered by resistance to change from both employees and managers. Accurate data are integral in performance measures as well as surveys. Short-term cost worries can affect the investors; management team has extra responsibilities while work and career impacts concern the staffs. Adherence to the legal requirements for financial incentives including scalability of these interventions will be very crucial as the company looks ahead to expand globally. These issues require serious considerations to be put in place strategies that will increase the organizational employees morale and turnover.

Table SEQ Table * ARABIC 4: Propose measures and timeline for undertaking assessment.Assessment Area Proposed Measures Timeline Potential Problems in Assessment

Employee Engagement Conduct post-training surveys to assess effectiveness 1-3 months Survey response rates may be low; bias in self-reporting

Retention Strategies Track turnover rates and compare with baseline data 4-6 months Difficulty in isolating the impact of interventions.

Performance Monitoring Evaluate key performance indicators (KPIs) through the dashboard Quarterly Data may not be real-time; misinterpretation of metrics

Stakeholder Communication Conduct stakeholder satisfaction surveys Bi-annually Low participation from Investors and Shareholders

Resource Allocation Audit budget utilization and resource allocation 6-12 months Budget overruns; misallocation of resources

Feedback Mechanisms Analyse feedback and implement changes accordingly. Ongoing Resistance to changes based on feedback; implementation delays.

The table outlined assessment plan provides a systematic way of measuring the performance of the proposed actions on critical issues. After training assessments within the first 3 months will determine the short-term effect on employee engagement. Retention strategies will be measured using monthly turnover rates for 4-6 months and will give us an insight into a longer time frame. Key performance indicators tracking via a dashboard will be conducted in quarterly reviews under performance monitoring. Alignment of all stakeholders is achieved by performing satisfaction surveys twice a year as part of stakeholder communication assessment. Budget check and resource utilization will be done between 6 and 12 months of operation. Finally, feedback mechanisms shall entail continuous review of employees feedback. The frameworks have different schedules, and they pose real life assessments of the whole process.

References:

BIBLIOGRAPHY Akarsu, O., Gencer, M., & Yldrm, S. (2018). Listening to the organization: change evaluation with discourse analysis. Journal of organizational change management, 31(5), 1040-1053. https://doi.org/10.1108/JOCM-05-2017-0198

Boulagouas, W., Garca-Herrero, S., Chaib, R., Herrera Garca, S., & Djebabra, M. (2021). organizational change: Measurement of job satisfaction with working conditions. Journal of safety research, 76, 289-300. https://doi.org/10.1016/j.jsr.2020.12.006

Kumar, M., Jauhari, H., Rastogi, A., & Sivakumar, S. (2018). Managerial support for development and turnover intention: Roles of organizational support, work engagement and job satisfaction. Journal of organizational change management, 31(1), 135-153. https://doi.org/10.1108/JOCM-06-2017-0232

Ledesma-Chaves, P., Arenas-Gaitn, J., & Garcia-Cruz, R. (2020). International expansion: mediation of dynamic capabilities. Marketing intelligence & planning, 38(5), 637-652. https://doi.org/10.1108/MIP-05-2019-0269

Lin, C.-Y., & Huang, C.-K. (2021). Employee turnover intentions and job performance from a planned change: the effects of an organizational learning culture and job satisfaction. International journal of manpowe, 42(3), 409-423. https://doi.org/10.1108/IJM-08-2018-0281

Samar Rahi, M. A. (2022). Does employee readiness to change impact organization change implementation? International Journal of Ethics and Systems, 38(2), 235-253. https://doi.org/https://doi.org/10.1108/IJOES-06-2021-0137

Smith, D. (2014). Global Expansion Strategies for Variations in Innovative Service Technology Adoption. Journal of Strategic Innovation and Sustainability, 9((1/2)), 76.

MGMT7250 - Evidence-Based Management

Assessment Task 1: Problem Definition Report Case Study 1: Tanami Wines

ANU ID: u7774805

Wordcount: 484

Table of Contents

TOC o "1-3" h z u Problem Statement: PAGEREF _Toc143461277 h 2Problem Justification: PAGEREF _Toc143461278 h 2PICOC Table: PAGEREF _Toc143461279 h 3Type 1 Answerable Question: PAGEREF _Toc143461280 h 3Type 2 Answerable Question: PAGEREF _Toc143461281 h 4References: PAGEREF _Toc143461282 h 4

Problem Statement:Tanami Wines, a family-owned winery in Australia with a 100-year history, is facing challenges. Employees are thinking about leaving, and they're not as happy with their jobs as before. The company is also considering changes, like expanding to other countries. People are worried about their jobs because of these changes and because of climate changes affecting the business. The company needs to figure out how to make its employees happier, keep their jobs secure, and make smart choices for the future, all while dealing with these big changes.

Background:

Long-standing Australian winemaker Tanami Wines has to deal with contemporary difficulties. Droughts, fires, and smoke caused by climate change interrupt South Australian vineyards, reducing wine production. Concerns about job stability and ownership rumors lower employee morale, and the COVID-19 epidemic makes doubts even worse. Significant investments are needed to expand internationally to climatically advantageous areas like New Zealand, Argentina, or Chile.

Problem Justification:

The long-term viability of Tanami Wines depends heavily on understanding the company's challenges with employee retention and happiness. There are several reasons for this relevance. Maintaining Tanami Wines' historical legacy and industry presence as it approaches its centennial depends on a supportive workplace culture and happy employees. The necessity to handle changing retention rates is highlighted by the dependence on trained workers in grape cultivation and wine production to maintain competence and reputation. Increased turnover rates impede growth prospects, disrupt operations, and drive up costs.

Engaging staff in the adaptation of vineyard operations becomes essential for sustainability amid worries about climate change. When thinking about international expansion, having a committed personnel is essential for successfully carrying out objectives. Communication that is open and honest is crucial when considering ownership.

Why More Evidence is Needed:

Due to complicated interactions, limited perspectives, and a changing external environment, Tanami Wines encounters difficulties. In-depth market research is required to evaluate the risks, benefits, and unexpected effects of a strategy. Tanami Wines' future success depends on evidence-based analysis, taking unanticipated factors and trade-offs into account, and weighing several viewpoints from the local community, shareholders, customers, and workers.

PICOC Table:Population Tanami Wines staff members, local residents, and business people

Intervention Locating and evaluating viable solutions to the issues

Comparison examining industrial solutions and methods

Outcome recognizing the results and possible efficacy of the proposed solutions

Context Considering both the larger wine industry as well as the specific setting of Tanami Wines

Type 1 answerable question:Type 1: Extent of the Problem and/or Key Causal Factors (Stakeholder Evidence):

Employee Turnover: How much have turnover rates increased over the past year, and what are the main reasons given by departing staff members?

Type 1: Extent of the Problem and/or Key Causal Factors (Scientific Evidence):

Communication and Turnover: How do the results of psychology research relate open communication policies within firms to lower employee turnover rates?

Type 2 answerable question:Type 2: Possible Solutions (Stakeholder Evidence):

Climate-Friendly Expansion: How do major players evaluate the viability and advantages of growing Tanami wines in climate-friendly nations like New Zealand, Argentina, or Chile?

Type 2: Possible Solutions (Scientific Evidence):

Climate-Friendly Expansion: How have case studies of the growth of other businesses into areas with favorable climates offered insights that could guide Tanami Wines' expansion strategy?

References:Identifying and Addressing Employee Turnover Issues. (2021, January 7). Identifying and Addressing Employee Turnover Issues | Wolters Kluwer. https://www.wolterskluwer.com/en/expert-insights/identifying-and-addressing-employee-turnover-issuesWine Industry in Chile. (n.d.). Retrieved April 7, 2016, from https://www.apec.org/docs/default-source/Publications/2015/11/Services-in-Global-Value-Chains-Manufacturing-Related-Services/TOC/Chapter-17-Wine-Industry-in-Chile.pdfLosh, C. (2023, January 25). Wine and the climate crisis: Where are we now and what happens next? World of Fine Wine. https://worldoffinewine.com/news-features/climate-change-wine-industrySantini, C., Cavicchi, A., & Casini, L. (2013, August 23). Sustainability in the wine industry: key questions and research trendsa - Agricultural and Food Economics. SpringerOpen. https://doi.org/10.1186/2193-7532-1-9