Dollys 2 Homework

ADVANCED DIPLOMA OF BUSINESS BSB60207

CONTRIBUTE TO ORGANISATION DEVELOPMENT BSBMGT615A

ASSESSMENT TWO

You are required to provide a written answer to each question. Your answer should be a minimum of one paragraph and clearly answer the question.

Please send your completed Assessment to [email protected] with your name printed clearly on the top of each page.

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Question 1

Design a suitable survey for staff to provide feedback on the success of Scenario One from Assessment One. Your survey should cover at least ten questions relating to the training session so that you can gain a good understanding of the staff members responses.

Question 2

If the results of your survey clearly showed that after three months the staff members were starting to get disillusioned with the changes to the organization, what would you suggest the management do to rectify this problem?

Question 3

How often should evaluation and monitoring take place to ensure that staff members are following the Organisational Development Plan?

Question 4

Do a Google Search and find information on external consultants who offer to assist companies with the development and maintenance of Organisational Development Plans. What would be the benefits of using such an external consultant?

Question 5

Do you believe it is important for a company to agree on a set of lasting values to drive it forward? Why or why not? If possible, give some example from your own experience.

Question 6

Read scenario two on the attached page and answer the following questions:

· What issues does Jake face with employees?

· Do you agree that Newcastle Computech needs to establish a shared set of values and a vision for the future of the business to take it to the next level? Why or why not?

· Develop a plan to help Jake build his mixed, merged semi-virtual team into a cohesive unit and build the type of culture it needs.

· What problems or challenges do you foresee Jake experiencing whilst doing this?

· What would be the benefits to the business in the long term?

· Describe the benefits of creating a ‘shared vision’ and culture for individuals?

· How should this plan be monitored in the future?

Question 7

Why do you think it would be important for Jake’s staff to hold regular team meetings? What benefits would the staff experience?

Questin 8

Why would it be important for Jake to provide ongoing support and resources to his staff?

Question 9

Undertake research and consider the two scenarios given (Assessments 1 and 2) and describe what would be the costs and benefits (including future opportunity costs) of evaluating the organisation plan. Do you think this cost is worthwhile for these two companies? If not, please explain why not?

Scenario Two

Newcastle Nerds

Slowly and steadily, Jake built up his computing business to include technical support and procurement for small businesses and website design and maintenance for SME’s.

Three years and three employees later, and buoyed by his success and his loyal customer base, Jake decided to expand further and bought another small computing business that subcontracted maintenance work mostly from larger government bodies and NGO’s. Jake felt that its client base would provide access to new business opportunities and that the skills of its employees would complement his own employees’ skills.

The three employees of his acquisition joined his other three employees in new premises. Jake thought that the move to new accommodation would give them a chance to ‘begin anew’ together and in a sense he was right. His new team got to know each other during the move, although it soon became clear that his ‘acquired’ employees had a somewhat different work ethic. In particular, they seemed reluctant to work weekends and what they considered to be ‘out of hours’. This concerned Jake but he was unsure how to address it and, in any case, he was busy keeping up overseeing the additional business the acquisition brought.

Eight months after Jake’s acquisition, gaining clients and recruiting additional employees and contractors as needed. The first 18 months flew by and now the company has a large and varied client list, 23 employees, including three part-timers and a small group of contractors it regularly outsources work to, two of whom are based in Mission Beach, further up the coast. At any given time, about half of the employees are likely to be out of the office either working from home or at a client’s premises.

It’s Friday afternoon and Jake leans back in his chair and looks around. He’s just finished reading an article in the trade journal about building a business which stressed the importance of shared values, a shared vision and a shared working culture. He’d never thought about these matters, but off the top of his head he’d have to say that although everyone works well enough together at a professional level, he and the others probably have different views about these matters. The employees from the two original companies tend to keep together, especially since the merger, and each group works a bit differently and, he suspects, thinks of Newcastle Computech’s clients and their relationships to them in different ways.

According to the article, shared values give everyone clarity about what is expected of them and define what they can and cannot do – they cannot violate the values. A shared vision keeps everyone moving in the same direction and, like the values, guides their actions. A shared culture helps everyone work better together and sets them apart in the marketplace.

We’re a group of computer experts, he thinks. We’re fantastic at what we do and we love our work. But to really take the business to the next stage, we’re supposed to become a team and look at things the same way. Fine. But how? And is it really necessary?

CONTRIBUTE TO ORGANISATION DEVELOPMENT

BSBMGT615A

Assessment Two

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