Communicate organisational mission (Written Report)

Assessment description
Using the workplace scenario information provided, you will address expectations of an organisation to investigate incidents in accordance with legal and organisational requirements. You will also address expectations to communicate organisational mission and goals to internal stakeholders.
Procedure
1. Review the simulated business documentation, including policies and procedures, in the Appendix 1 ‘Max Lionel Realty’. Review templates contained in Appendix 2 ‘Templates’ for possible use or adaptation in completing assessment task requirements.
2. Review the information in Scenario 1 below and fill out an incident report in connection with the WHS incident. Complete a risk assessment based on the information provided by the HR Manager. Update the organisational risk register.
3. Review the information in Scenario 2 below and prepare a presentation on the managers’ WHS responsibilities. Ensure you:
○ explain the organisation’s mission, values and strategic directions
○ explain the link between the organisation’s objectives, standards, relevant legislation and the responsibilities of managers and agents for a safe workplace
○ state expectations of managers in a way designed to build commitment and support by managers; use persuasive language and deploy an appropriate leadership style
○ use appropriate media to achieve objectives of presentation.
4. Deliver presentation.
5. Submit documentation as per specifications below.
Scenario 1
You are the Operations General Manager at Max Lionel Realty (MLR). You are responsible for the day-to-day running of the company. You oversee the coordination of activities that occur within the Residential, Commercial, and Investments branches of the company. You are responsible for overseeing projects which affect operations of the organisation as a whole. You work with the HR manager to coordinate systems and projects to achieve cooperation and coordination across the company.
WHS Incident
A WHS incident recently occurred at the Commercial office of Max Lionel Realty. Although it is the Commercial Manager’s responsibility to investigate WHS incidents, they have not done so. You decide to step in. In accordance with the recently implemented WHS management system you must:
 investigate incidents
 complete an incident report
 perform risk assessment
 update risk register.
The records you create of the incident need to be submitted to the HR Manager (assessor) for storage as per records management policy.
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Details of the incident
 Last Wednesday, a client, who was running late decided to leave through the emergency exit and stairwell, falling and breaking her wrist.
The exit door was blocked by boxes of paper.
 One of the agents heard calls for help, managed to open the exit and help the client.
 Not realising what had happened, or the seriousness of the accident, the agent criticised the client’s high heels, implying that such a thing would never happen to a man. ‘Any sensible woman would take the lift’.
 The client was humiliated.
 The client was taken to the Royal Women’s Hospital by ambulance.
 She is threatening to sue MLR for injuries, loss of income and mental trauma.
 Another agent noticed a strange odour and an oily substance on the stairwell.
 This agent reported the incident verbally to the Commercial Realty Manager.
 This incident has only just become known to the HR manager, who has been contacted by both the client’s lawyer and the Office of the Human Rights Ombudsman.
 Several incidents in which managers have failed to undertake WHS management system responsibilities have occurred recently. For example, record-keeping has been incomplete.
 Consultation with agents, WHS committee meetings not occurred.
The organisation’s original target was to reduce the number of WHS incidents by 25%; however, after initial success, enthusiasm for the system has worn off and incident rates are only just lower than they were when the system was initiated.
Scenario 2
You are the Operations General Manager at Max Lionel Realty. You have recently investigated a serious WHS incident.
You have determined that the incident may represent a systemic breakdown in compliance with the organisation’s WHS management system. This system has only recently been implemented and clearly the requisite practices have not been embedded.
Your legal and ethical responsibility is clear. You have a legal and ethical responsibility as a manager to minimise workplace hazards. Moreover, in accordance with organisational change management processes, you need to ensure organisational support by regularly reviewing compliance and acting immediately to intervene to ensure organisational objectives and minimise risk.
You need to ensure managers are aware of and comply with the following responsibilities under the WHS management system and WHS legislation:
 consult with agents on WHS issues to continually identify any potential risks
 regularly conduct WHS committee meetings to address risk across the organisation
 regularly assess potential workplace hazards
 act proactively to reduce risk
 update the risk register.
You have decided to prepare a presentation to managers to ensure compliance.
Your objective is to ensure a smooth implementation of the WHS management system. Accordingly, you don’t want to single out or embarrass any one manager. Rather, you want to ensure enthusiastic support by underscoring the importance of implementation of the WHS management system with respect to Max Lionel’s mission and organisational goals.
You will need to ensure you demonstrate and support ethical attitudes and practices.
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Task Specifications
You must:
 plan and deliver a presentation to managers (approx.. 10-15 slides)
 submit:
o incident report, risk analysis and updated risk register (use the template provided)
o presentation notes, PowerPoint slides, etc.
Your assessor will be looking for:
 interpersonal skills to communicate and inspire trust and confidence of others and to ensure their cooperation and support
 risk management skills to analyse, identify and develop mitigation strategies for identified risks
 knowledge of business ethics and their application
 knowledge of leadership styles and their application
 knowledge of legislation, codes and by laws relevant to the organisation’s operations
 knowledge of organisation mission, purpose and values
 knowledge of organisation objectives, plans and strategies
 knowledge of organisational change processes.
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AppendixAppendixAppendixAppendixAppendixAppendixAppendixAppendix
Fast Track Couriers Pty Ltd
Task
It is the end of the 2011 financial year. You are an external change management consultant employed by Fast Track Couriers. You have been asked by the General Manager to prepare a report to identify opportunities and requirements for change for the organisation in the coming year.
You have been given some information about the organisation and the organisation’s strategic goals. Specific operational and human resources goals were developed to support the strategic goals.
The strategic goals were developed as a result of external market research indicating an opportunity for Fast Track Couriers to build market share in Sydney. The business has the opportunity to increase Sydney market share by 7.5% on the back increased efficiency and shorter delivery times from larger truck fleet and improved distribution systems.
You have also been given some information about employees and some background information regarding the organisation’s workforce relations.
Before submitting the final report, you will need to review your proposed changes with all relevant manager stakeholders. The General Manager is very concerned about identifying change requirements in close consultation with key management stakeholders within the organisation in order to ensure the least resistance to implementation.
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About Fast Track Couriers
Fast Track Couriers is a courier company that has been operating in New South Wales for the last 15 years. Its primary business function is delivering medium to large size packages across metropolitan Sydney.
Strategic plan goals
The organisation’s strategic goals are:
 to expand business in the metropolitan area so that small to medium package deliveries market share increases by 7.5%
 to develop an integrated approach to distribution management utilising technology such as PDA devices and GPS
 to develop and maintain a cohesive and well-motivated workforce.
Strategic goals are supported by the following operational and human resources goals.
Operational plan goals
 Testing of the distribution management system is to cease and allow implementation within the first quarter of the 2012 financial year.
 The truck fleet will need to be expanded by 8 trucks within the 2012 financial year.
Human resources goals:
 To incorporate a Human Resources function to facilitate the changes in workforce management in the first quarter of the 2012 financial year.
 Introduce professional development and training to achieve organisational goals and promote understanding of organisation’s strategic goals in the first quarter of the 2012 financial year.
 Eliminate industrial relations problems in the 2012 financial year. Conclude negotiations with employees and union.
 Eliminate lifting injuries.
Employee profile
Fast Track Couriers employee the following people:
 General manager (GM) – Generally on the road; never in office.
 Chief financial officer (CFO) – Reports to GM and keeps office hours; 9–5, Mon–Fri.
 Accountant – Reports to CFO and keeps office hours; 9–5, Mon–Fri.
 Truck drivers (x20) – Report to office.
 Office team manager – Reports to GM and keeps office hours; 9–5, Mon–Fri.
 Office team members (x5) – Perform administrative, sales, customer relationship management duties. Monitor truck drivers and handle enquiries. Report to office team manager.
Head office employees
 Covered under individual contracts.
 Salary range $32,000–$75,000 annum.
 Small team of mainly female employees, ranging in age.
 Lots of opportunity to participate in learning and development programs due to management support; however little desire to participate.
 High employee engagement scores. Employees cite team work and opportunities as motivating factors affecting the business success.
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Drivers
 Covered by an award.
 Salary $45,000 per annum.
 Heavily unionised.
 Employee demographics are all male employees aged 25–65.
 Little opportunity to participate in learning and development programs due to being on the road; however, little to no interest to participate in development opportunities.
 Large number of workplace injuries due to heavy lifting.
 Low employee engagement scores. Drivers cite pay as an issue.
 Currently experiencing low turnover.
 History of industrial disputes regarding pay and previous change initiatives.
Background to workforce management and relations
The company communicates with employees via email for head office employees and a printed monthly newsletter for drivers. The company provides information regarding policies procedures through documented manuals that are held in each truck as an employee manual. Office-based staff can access copies of these manuals at the office.
All trucks are fitted with a GPS system to assist drivers with navigating to each pick up and drop off location. Trucks are also assigned a PDA that provides drivers with the details of each pick up and drop off and records when a job starts and finishes. The data from this device is sent back to head office to monitor job progress but is not used to complete productivity reporting. When this device was introduced, drivers were not happy as they felt the organisation was saying that it did not trust the drivers to manually record the time spent on each job. Many of the drivers also resented having to learn how to use the device and thought it was a waste of time.
Head office employees work very closely together and are a very cohesive and motivated team. They are positive about the organisation’s direction and respond well to change.
Drivers have historically reacted negatively to change. Change implemented in the past has met with resistance and was therefore difficult to implement. Drivers have in the past done their best to block any changes from being implemented, even going to the lengths of threatening strike action and having the union involved to assist with resolving the issue.
Fast Track Couriers currently allocates two drivers per truck to ensure that drivers are able to load and unload heavy packages. The strategy going forward is to remove the need for having two drivers per truck by installing an automatic lift gate on the back of each gate at a cost of $10,000 per truck. This will mean that only one driver is needed per truck as no heavy lifting will be required.
It is Fast Track Couriers intention to use these surplus drivers to drive the new trucks that will be purchased to enable the company to extend its services to regional NSW.
Drivers are currently happy with the work environment as they enjoy working as part of a two-man team. The organisation typically leaves the drivers alone and lets them do their job as this is what seems to make them happy. Management has tried in the past to have drivers participate in organisational activities. These activities were not received positively and the drivers complained and asked not to be involved. The drivers’ view is that their preferred team is their two-man driver team and they only see the benefits of that specific working arrangement. There is a high value placed on communication with trucking team members

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