Microsoft Word - BSBMGT608 Task 1 V1.0 CCMT‐ BSBMGT608 Task 1‐V1.0 Bhairav Baba Pty Ltd T/A Canberra College of Management & Technology | ABN: 79 639 129 454 |CRICOS: 03880E | RTO Code: 45648...

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Microsoft Word - BSBMGT608 Task 1 V1.0       CCMT‐ BSBMGT608 Task 1‐V1.0  Bhairav Baba Pty Ltd T/A Canberra College of Management & Technology | ABN: 79 639 129 454 |CRICOS: 03880E | RTO Code: 45648  L2, 15 Barry Drive, Turner, ACT 2612 | E‐mail: [email protected] | Website: www.ccmtcollege.edu.au | Phone: 02 9188 1733       1 of 10  BSBMGT608 Manage innovation and continuous improvement  Assessment 1 ‐ Part A: Short Answer Questions  Instruction  You are required to answer all of the following questions. You need to answer all of the written questions  correctly. Generally, you are expected to write a response one or two paragraphs long. Please answer the  questions using word processing software.  Assessment criteria  All questions must be answered correctly in order for you to be assessed as having completed the task  satisfactorily.   1. Outline two methods for conducting cost‐benefit analysis.   2. Describe two creativity theories and their application to workplace innovation.   3. Describe  the diffusion of  innovation  theory and why a manager  implementing an  innovation may  find this theory useful.   4. Outline the concept of a learning organisation.  5. Explain the concept of shared vision as an important organisational learning principle.  6. Explain the concept of team learning as an important organisational learning principle.  7. Identify and discuss in detail five quality management and continuous improvement theories.  8. Discuss the implications for businesses of Kotter’s 8‐Step change model for transformational change.   9. Explain the purpose of the ISO 9000 Standards for Quality Management and the standards that are  included.  10. Describe  the  concept  of  risk  as  identified  in  the  Australia/New  Zealand  Standard  for  Risk  Management (AS/NZS ISO 31000:2009).   11. Describe  the  concept of  risk management  and  outline  the  factors  that make  a  risk management  system successful and the factors that may inhibit effective risk management.   12. In your own words, describe the seven steps in the risk management process as outlined in AS/NZS  ISO 31000:2009.  13. Identify and outline three different sustainability practices common in Australian workplaces.                     CCMT‐ BSBMGT608 Task 1‐V1.0  Bhairav Baba Pty Ltd T/A Canberra College of Management & Technology | ABN: 79 639 129 454 |CRICOS: 03880E | RTO Code: 45648  L2, 15 Barry Drive, Turner, ACT 2612 | E‐mail: [email protected] | Website: www.ccmtcollege.edu.au | Phone: 02 9188 1733       2 of 10  Assessment 1 ‐ Part B: Project  Instruction   For  this  assessment  task,  students  are  required  to  review  systems  and  processes  of  a  fictional  business,  Woodhouse  Recruitment,  to  develop  options  for  continuous  improvement  and  report  back  to  the  management team.      Assessment Resources   Roleplay participants    Australian Trends Report   Recruitment Practices Report   Green office ideas:   http://www.environment.gov.au/archive/settlements/publications/government/purchasing/green‐ office‐guide/pubs/green‐office‐guide.pdf     Assessment criteria  Students must complete all of the activities listed and submit:   Briefing report    Email to the manager   Email with summary of meeting    Carefully read the following:     Woodhouse Recruitment is based in central Melbourne and is a recruitment agency offering recruitment  services, including sourcing, screening and selecting candidates to meet clients’ requirements. The company  was established in 2010 by Simon and Petra James, a husband and wife team who are the Directors of the  company. The company also employs a receptionist, five recruitment consultants and an Administration  Manager. The agency plans to recruit a further 2 new consultants to start with the company in early 2018.   The company specialises in the recruitment area of Administration and Office Support, Accounting, IT and  Sales and Marketing for both permanent and temporary staff. The company sees its point of difference as  being an owner operated, boutique recruitment agency. The company currently has approximately 30 clients  who regularly use their services.   At a recent management team meeting, the management team (the Directors, Administration Manager and  the Senior Recruitment Consultant), discussed the need to implement systems and processes for continuous  improvement and innovation into the company. This is in part based on the need to stand out from the  competitors in an industry where there are a large number of recruitment agencies. A number of issues were  discussed at the management meeting, which the management team feel need further exploration as part of  introducing continuous improvement systems and innovations.   Services Standards  The company states on its website that it has the following delivery service standards:    Service Promise: we are clear in what we offer and the benefits it brings to you    Service Delivery: we offer consistent and reliable service to you        CCMT‐ BSBMGT608 Task 1‐V1.0  Bhairav Baba Pty Ltd T/A Canberra College of Management & Technology | ABN: 79 639 129 454 |CRICOS: 03880E | RTO Code: 45648  L2, 15 Barry Drive, Turner, ACT 2612 | E‐mail: [email protected] | Website: www.ccmtcollege.edu.au | Phone: 02 9188 1733       3 of 10   Customer Relationships: we are open and friendly with all of our customers    Compliance: we ensure we adhere to all ethical and legal requirement  However, service standards have not been clearly defined and there are no performance indicators in place  to measure performance.  Key performance indicators  No formal performance indicators in place to measure key service standards including how quickly  candidates are recruited to fill jobs or how many of the candidates pass the trial period effectively.   Social Media  There is no social media strategy in place. Currently the company is not using social media to market  positions or to source candidates but recognizes this is an area for development. Currently most candidates  are usually found through the existing database (60%) or through advertising on job search websites.   Staff professional development  While all recruitment consultants are expected to have minimum qualifications and experience, there is no  process in place to ensure that recruitment consultants continue to participate in professional development  activities to keep their skills up to date. There is also no performance appraisal system in place.   Sustainability   The business currently does not have any formal sustainability initiatives in place and is conscious of moving  towards a green office environment both to be an environmentally friendly business, as well as to reduce  costs.  Key business performance statistics:   Annual sales revenue for financial year 2014 ‐ 2015 is $1,350,000, an increase of 10% from the  previous year.    Increase in profits for this financial year compared to the last one is 9%   16% of placements are in the IT area, 18% in accounting, 20$ in sales and marketing and the  remainder in administration and office support.    60% of revenue is from repeat client business.    Fill rate is 40% (where fill rate is the number of job orders filled by the number of job orders  received multiplied by 100).   Average time to fill contracts for 2014 were as follows:  o Temporary contracts are 8 days  o Contract work is 20 days  o Permanent search 23 days  o Executive search 33 days        CCMT‐ BSBMGT608 Task 1‐V1.0  Bhairav Baba Pty Ltd T/A Canberra College of Management & Technology | ABN: 79 639 129 454 |CRICOS: 03880E | RTO Code: 45648  L2, 15 Barry Drive, Turner, ACT 2612 | E‐mail: [email protected] | Website: www.ccmtcollege.edu.au | Phone: 02 9188 1733       4 of 10  Key performance indicators currently used to measure business performance focus on financial indicators,  including net operating profit and sales revenue.     Complete the following activities:     1. Review the scenario information and, based on your review, select two topics or areas that you can  research and review, develop continuous improvement and options and then plan to implement  innovative processes for. One of these topics you select must be in relation to improving a  sustainability program.   When you have identified the two topics or areas, you will then be required to prepare a briefing report  to your manager (your assessor). Your report should be written in clear and concise English and contain  relevant headings to address the required information (3 to 4 pages long).   Your report must address the following for both topics:   Your topics or areas for improvement that you will plan a continuous improvement and innovative  processes for, one being a sustainability program   Identify and discuss a range of strategies that you can implement to monitor and evaluate the  current performance and sustainability of your topics/areas for improvement. Identify at least two  strategies for each area selected.    Analyse and provide a detailed account of the current supply chain and the (operational, product  or service) systems the business is using to deliver their service. Explain what is working well and  what could be improved.   Identify how the topics/areas for improvement performance could be measured, including an  outline of the assessment tools or techniques that could be used. Evaluate the effectiveness of  each tool/technique.   Identify at least two specialists that could help Woodhouse Recruitment. For example, this may be  to identify technology and electronic commerce opportunities or to implement your ideas about  continuous improvement and innovation. Include their contact details, the services they offer and  a rationale as to why it may be beneficial for the company to use their services.   Conduct research and analyse and report on trends and opportunities relevant to Woodhouse  Recruitment in relation to your topics/areas for improvement. Use the resources provided by the  assessor as listed under ‘Required’, as well as any other relevant resources.   Compare Woodhouse Recruitment's business performance statistics to industry benchmarks and  provide an assessment of why or why not the company may not have met their targets.   Discuss three examples of other innovative business ideas that Woodhouse Recruitment could  adopt and implement.          CCMT‐ BSBMGT608 Task 1‐V1.0  Bhairav Baba Pty Ltd T/A Canberra College of Management & Technology | ABN: 79 639 129 454 |CRICOS: 03880E | RTO Code: 45648  L2, 15 Barry Drive, Turner, ACT 2612 | E‐mail: [email protected] | Website: www.ccmtcollege.edu.au | Phone: 02 9188 1733       5 of 10  2. Prepare email to the Manager (Your assessor).  The text of the email should be in grammatically  correct English, written in an appropriate (polite, business‐like) style.  It should introduce and summarise the contents of the attachment, seek their feedback, and ask for the  place, date and time of your meeting.    3. Participate in a meeting to discuss your continuous improvement and innovation report. Your assessor  will organise two other students to attend your presentation. These students will be playing the role of  the management team.   At the meeting, you should discuss the key findings of your report, as well as your ideas for continuous  improvement and innovation in the business.   During the meeting, you will need to demonstrate your interpersonal skills, as well as your ability to  build trust and confidence and encourage creativity in the management team. To do this you will need  to demonstrate throughout your presentation your ability to clearly and confidently present  information, encouraging questions from the team, discussing/brainstorming ideas and active listening  techniques.   Make notes as required of the feedback provided. At the end of the meeting, you will need to take on  board feedback provided and agree with the management team on the best way forward with your  continuous improvement and innovation initiatives.    4. Prepare an email to all parties involved (your assessor).  The text of the email should be in grammatically correct English, written in an appropriate (polite,  business‐like) style.  The email should summarise the ideas agreed to and seek final agreement to proceed with the  initiatives based on the meeting discussion and as summarised in the email.                    Microsoft Word - BSBMGT608 Task 2 V1.0   CCMT‐BSBMGT608 Task 2 ‐V1.0  Bhairav Baba Pty Ltd T/A Canberra College of Management & Technology | ABN: 79 639 129 454 |CRICOS: 03880E | RTO Code: 45648  L2, 15 Barry Drive, Turner, ACT 2612 | E‐mail: [email protected] | Website: www.ccmtcollege.edu.au | Phone: 02 9188 1733       1 of 5    BSBMGT608 Manage innovation and continuous improvement  Assessment 2 – Report  Instruction  This assessment task requires the student to develop action plans for implementing the continuous  improvement and innovation changes that have been agreed to.   Also, you are required to develop a memo for the management team to report on customer service  provision.  Assessment Resources   • Access to textbooks and other learning materials  • Computer with Microsoft Office and internet access    Assessment criteria  Students must complete all of the activities listed and submit:  • Action plan and report  • Email to the manager  • Implementation review report      Complete the following activities:  1. You are required to develop action plans for implementing the continuous improvement and  innovation initiatives agreed to in Assessment Task 1.     You are also required to develop a plan for each agreed initiative.    Your plans should be developed using a project management tool such as a GANTT chart that sets  out all of the actions required to implement the initiatives including timing, responsibilities, required  resources, communication and key performance indicators for assessing the introduction of the  initiative.    2. In a separate document to accompany the action plan, you are required to develop a short report  that includes:  • Discuss  the  importance of  continuous  improvement  and  sustainability  as  an  essential  element of  business and competition.   • Include  a  risk  assessment  for  each  initiative,  identifying  the  possible  risks  and  how  they  can  be  managed. Identify two risks for each initiative and at least two risk management strategies for each.   • Document a cost‐benefit analysis  for each  initiative making assumptions  in your analysis  including  assumed cost and benefits.   • Document the impact of the change and the consequences for staff for each initiative  • Document a brief contingency plan in the event of failure of the initiative    3. Prepare an email to your Manager (your assessor).    The text of the email should be in grammatically correct English, written in an appropriate (polite,  business‐like) style. It should introduce and summarise the report, seek their feedback and approval    CCMT‐BSBMGT608 Task 2 ‐V1.0  Bhairav Baba Pty Ltd T/A Canberra College of Management & Technology | ABN: 79 639 129 454 |CRICOS: 03880E | RTO Code: 45648  L2, 15 Barry Drive, Turner, ACT 2612 | E‐mail: [email protected] | Website: www.ccmtcollege.edu.au | Phone: 02 9188 1733       2 of 5    to move forward with the project.  You will be assessed as to whether your email and plan addresses  all of the content as specified in the assessment instructions above.    Carefully read the following.  As part of the continuous improvement and innovation review and implementation, Woodhouse  Recruitment implemented a formal survey to assess each candidate’s satisfaction with the company’s  services. The survey included 15 questions and is focused on the company’s services and desire to improve  these. Of the 100 surveys that were sent out by post, only 12 were returned.   Customer survey findings are as follows:  Overall satisfaction with Woodhouse Recruitment:   7 totally satisfied   2 somewhat satisfied   0 dissatisfied    1 totally dissatisfied  No comments provided.    Ease of doing business with Woodhouse Recruitment:   5 totally satisfied   4 somewhat satisfied   2 dissatisfied    1 totally dissatisfied  Comments from candidates:   Got the job I wanted, thanks so much    Consultants friendly   Hard to contact consultants  Didn’t keep us up to date with progress of applications    Customers who said they would recommend Woodhouse Recruitment to others:   5 very much so   4 most likely    CCMT‐BSBMGT608 Task 2 ‐V1.0  Bhairav Baba Pty Ltd T/A Canberra College of Management & Technology | ABN: 79 639 129 454 |CRICOS: 03880E | RTO Code: 45648  L2, 15 Barry Drive, Turner, ACT 2612 | E‐mail: [email protected] | Website: www.ccmtcollege.edu.au | Phone: 02 9188 1733       3 of 5     2 no, I would not recommend    1 definitely not recommend    Comments from candidates:   Would definitely recommend   I would not recommend as I was not happy about the lack of information throughout the process    I wouldn’t recommend. I kept being sent for jobs that just weren’t right for me.    4. Review the case study information, and write a short (about one page) report that includes the  following:  a. Read the article below and develop an analysis based on your review of this article as to why  the survey sent out by Woodhouse Recruitment might have not been effective.  http://www.peoplepulse.com/resources/useful‐articles/recruitment‐process‐feedback/  b. Discuss the successes from this type of continuous improvement initiative. Discuss what could  Woodhouse Recruitment take from this experience into future efforts to improve performance.  c. Review and analyse the results of the 12 surveys received outlining the results of the customer  survey, as well as potential reasons for the low return.   Present the results of the survey in bar charts that include the percentages and provide an  analysis of the overall customer satisfaction, ease of doing business and customer loyalty.  You should also comment on the validity of the findings given the low return.  d. Make recommendations for future customer surveys, including the frequency    Making Headway The 2015 Australian Recruitment Trends Report 2 3 Introduction 4 Key Findings 5 Revenue and Growth 5 Revenue Expectations 6 Revenue per Consultant/Salesperson 6 Headcount and Branch Expansion 7 Agency Health 7 Revenue from Repeat Client Business 7 Use of Vendor Management Systems 8 Performance Benchmarks 8 Average Fill Rate in 2014 9 Average Hit Rate in 2014 10 Average Time-to-Fill in 2014 10 Average Number of Submissions per Hire 11 Percentage of Agencies’ Placements Made from Candidates in Recruitment CRM 12 Remuneration 12 Remuneration Performance 12 Real Remuneration in 2014 13 Trends for 2015 13 Opportunities and Challenges in the Next Five Years 13 Skills Shortage 14 Insights 14 Candidate Sourcing Strategies 15 Aged Care 16 Conclusion 17 Demographics 17 About Bullhorn Table of Contents In December of 2014, Bullhorn conducted its third annual Recruitment Trends survey of 105 APAC recruitment agency professionals. The resulting report comprises performance benchmarks, metrics, and revenue and remuneration figures broken down by agency size, recruitment type, industry, role recruited, and role of respondent. Recruitment professionals can use this report to compare themselves and their agencies to their peers in the recruitment industry. The Australian recruitment industry is in a stable, if not particularly thriving, place at the moment. 75% of respondents reported meeting or exceeding their revenue goals, for instance, and 86% expect revenue to increase in 2015. While neither of these percentages compare favourably to rates in North America or the United Kingdom, they aren’t disappointing on their own terms. Indeed, APAC recruitment agencies reported significantly less trouble with finding skilled candidates in the industries for which they recruit than both American and British agencies, with only 71% of respondents experiencing a shortage of skilled candidates. Despite this relative strength, however, APAC agencies reported issues with profitability, margins, and direct hiring. The developing state of recruitment in Australia and other APAC regions, along with APAC businesses’ collective hesitation to adopt recruitment agencies as their central source for candidates, appears to be holding the APAC recruitment industry back from its full potential. Please note: some figures may not add up to 100% due to rounding. 3 Introduction 4 Metrics • 75% of respondents met or exceeded their revenue goals in 2014. Meanwhile, 86% of respondents expect their revenue to increase in 2015, including 62% who expect revenue to increase by more than 10%. • 30% of APAC recruitment agencies plan to expand into new offices in 2015, including 16% that plan on opening new branches in another country. • The average fill rate across all respondents in 2014 was 47%. The average hit rate was 40%. • Although only 13% of respondents drove more than half of their jobs through VMS in 2014, 28% of respondents plan to do so in 2015. • Respondents placing candidates in government jobs had both the lowest fill rate and hit rate among all industries. • Only 71% of APAC respondents reported a skills shortage in the industries for which they recruited in 2014, less than in either North America or the United Kingdom. • The top two sources for qualified candidates in 2014, as ranked by APAC respondents, were referrals from successful placements and existing candidates from respondents’ recruitment CRMs. • 80% of respondents in the healthcare industry support an increase in immigration in order to provide Australia with more potential candidates for aged care positions. Key Findings Growth Candidates Revenue Expectations: 75% of respondents from APAC recruitment agencies met or exceeded their revenue goals in 2014. While the 74% of contract agencies that met or exceeded their revenue goals falls in line with this 75% average, this includes 44% that exceeded their goals, a mark that easily surpasses the overall average of 35%. And though the 75% of permanent agencies that met or exceeded their revenue goals was similar to contract agencies’ results, permanent agencies proved to be much less volatile in 2014, with only 29% actually exceeding their goals. Meanwhile, 86% of recruitment agencies expect their revenue to increase in 2015, including 93% of agencies specialising in contract recruitment. In fact, 62% of APAC recruitment agencies expect their revenue to increase by more than 10% in 2015. 5 Revenue and Growth 2014 Revenue Goals Results by Primary Recruitment Type Overall Exec Search – Retained Temporary Perm (non-exec search) Contract Exec Search – Contingent 0% 20% 40% 60% 80% 100% 35%40%25% 29%46%25% 31%31%37% 64%9% 27% 30%20% 50% 44%26% 30% Fell Short Met Exceeded % of Agencies That Expect to Increase Revenue in 2015 by Primary Recruitment Type Overall Contract Perm (non-exec search) Exec Search – Retained Temporary Exec Searh – Contingent 0% 100% 77% 80% 82% 88% 93% 86% 20% 40% 80%60% 6 Revenue per Consultant/Salesperson: Revenue per recruitment consultant/salesperson was notably consistent across all agency sizes, with the exception of lower-midsize agencies (11-25 consultants/salespeople), which generated over $100,000 less per consultant/salesperson than agencies
Answered 7 days AfterAug 09, 2021BSBMGT608Training.Gov.Au

Answer To: Microsoft Word - BSBMGT608 Task 1 V1.0 CCMT‐ BSBMGT608 Task 1‐V1.0...

Rudrakshi answered on Aug 16 2021
127 Votes
BSBMGT608 MANAGE INNOVATION AND CONTINUOUS IMPROVEMENT
Table of Contents
Part A    4
1.    4
2.    4
3.    4
4.    4
5.    4
6.    4
7.    5
8.    5
9.    5
10.    5
11.    5
12.    6
13.    6
Part B    7
1.    7
a.    7
b.    7
c.    7
d.    8
e.    8
f.    8
g.    8
h.    9
2.    9
3.    9
4.    10
References    12
Part A
1.
Net present value as well as benefit cost ratio is the two types of conducting cost-benefit analysis. Net present value refers to the difference between present value of costs an
d present value of benefits. On the other hand, benefit cost ratio provides value by calculating the sum ratio that is associated with a project (Asche et al. 2018).
2.
The componential theory of creativity identifies to have the creative output in the workplace innovation such as creativity relevant cognitive process, domain relevant skills. They are giving the fluency to individual in generating original ideas. It gives the helping hand to individual’s high on openness to experience dimension for their broad-minded knowledge.
3.
The diffusion of innovation theory states the time, at which consumers are adopting new commodities or services. The specific theory explains the manager to analyse the new trends in the market and helping the company to access the likelihood of failure and success of company (Sartipi, 2020).
4.
The concept of learning organisation is a firm that enables the studying of its participants as well as constantly transforms itself. Learning companies might also additionally increase because of the pressures dealing with contemporary-day companies; this permits them to stay aggressive within side the enterprise surroundings.
5.
A shared vision and perceptive is what you and the opposite individuals need to create or accomplish as a part of the organisation. Instead, its miles derived from the individuals of the business, emergent not unusual place interest and a feel of shared motive for all organisational activities.
6.
The goal of team gaining knowledge of is to gain the goal with the help of talk and conversation, issues and protective routines and exercise in the grouping. Team gaining knowledge of is the process of collective gaining knowledge of system that allows powerful groups in doing so; one not bizarre place device used is a gaining knowledge of agenda.
7.
The first one is Communication: During the change in organisation and business operations, communication plays an important role in motivating employees and maintaining morale at all levels (Burt et al. 2018). Next, is Customer focused; in this case, the level of quality is determined by the customer. Team involvement where TQM is totally relied on working people in firm.
8.
Business applies Kotter 8-step version because it is famous as it gives an easy-to-recognise roadmap that extrade managers can follow, even supposing they may be new to extrade. The Kotter extrade control version is utilised by many businesses going through an extrade of their company, whether or not it is an extrade of location, processes, or enterprise tools (Buzan and Whitehead, 2021).
9.
The purpose of ISO 9000 is described as a fixed of worldwide requirements on high-satisfactory control and high-satisfactory guarantee evolved to assist businesses successfully file the high-satisfactory gadget factors had to hold a green high-satisfactory gadget. They are not precise to anybody enterprise and may be implemented to corporations of any size.
10.
As per the Australia/ New Zealand for management (AS/NZS ISO 31000:2009) risk is stated as all the activities of a firm has the danger. Organisations control danger via way of means of anticipating, expertise and determining whether to adjust it. Throughout this method, they speak and discuss with stakeholders and screen as well as assess the danger and the controls, which can be editing the danger. This Standard describes this systematic and logical method in detail (Ahmeti and Vladi, 2017).
11.
Risk control is extraordinarily vital in reaching normal organisational desires and objectives. These components are Information technology (IT), Commitment and guide from summit control, Training and Trust, Culture, Organisation structure, Communication because hazard control is an essential a part of the monetary industry, effectiveness is critical to boom task success.
12.
Risk Identification: Figuring out what should save us from attaining our objectives.
Risk Evaluation: Expertise the assets and reasons of the diagnosed risks, analysing possibilities and effects given the prevailing controls, to...
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