Performance objective In this assessment, you are required to manage the review of the currency of the organisational vision and mission, make any necessary changes, and communicate the review process...

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Performance objective
In this assessment, you are required to manage the review of the currency of the organisational vision and mission, make any necessary changes, and communicate the review process to stakeholders in order to gain their support.
Assessment description
Review the organisation’s vision and values by reviewing the case study information provided, as well as meeting with a key stakeholder in the case study organisation (role-played by your assessor). After reviewing materials, revise the vision and mission statements to reflect the current status and direction of the organisation, then communicate with the relevant stakeholders to:

● outline changes to the vision and organisational values
● describe the strategic planning process and identify where input can be provided.




Assessment Task 1 (BSBMGT616) Assessment Task 1BSBMGT616 Develop and implement strategic plans Confirm organisational vision and mission Submission details Candidate’s name Phone no. Assessor’s name Phone no. Assessment site Assessment date/s Time/s The assessment task is due on the date specified by your assessor. Any variations to this arrangement must be approved in writing by your assessor. Submit this document with any required evidence attached. See specifications below for details. Performance objective In this assessment, you are required to manage the review of the currency of the organisational vision and mission, make any necessary changes, and communicate the review process to stakeholders in order to gain their support. Assessment description Review the organisation’s vision and values by reviewing the case study information provided, as well as meeting with a key stakeholder in the case study organisation (role-played by your assessor). After reviewing materials, revise the vision and mission statements to reflect the current status and direction of the organisation, then communicate with the relevant stakeholders to: · outline changes to the vision and organisational values · describe the strategic planning process and identify where input can be provided. Procedure For the case study information provided in this assessment, you need to summarise: · the established (written) vision and mission of the organisation · current practices of the organisation and, in particular, whether they support the mission objectives of the organisation, or point to potentially new objectives for the organisation. After you have developed this summary, you need to meet with a key stakeholder/strategic planning consultant (your assessor) to discuss the vision and mission as you have identified it. You should also check that they agree with your findings. Summarise, in dot-point form, your discussions with the key stakeholder/consultant and ensure that this includes any recommendations they made. After this meeting, you need to draft an email to the other stakeholders in your organisation, using the headings described below. 1. Existing vision and mission: From the case study information provided, describe the existing mission and vision statements. 2. Current approaches: From the case study information provided, and your meeting with the key stakeholder/consultant, describe the current organisational understanding and enactment of the mission and vision statements. 3. Revised vision and mission: Based on steps 1 and 2 above, develop revised vision and mission statements that reflect the current organisational requirements. 4. Organisational values: Based on the case study information provided, step 2 above, and your reflection on the revised mission/vision statements (from step 3), describe the organisational values required to support the revised mission and vision statements. Once you have drafted the email, submit it to the key stakeholder/consultant (assessor) for review. When submitting the proposed email and accompanying documents, you need to ensure that: · your email is titled ‘Mission/Vision review’ · your report is in order, with attachments (notes from your meeting) at the back of your report · your report is submitted as required by your organisation (your training provider). Note: You need to retain your revised vision and mission and organisational values for reference and use in Assessment Task 2. Specifications You must provide: · a completed draft email, as outlined above in steps 1–4, using the headings provided for each step · summary notes from the meeting with your key stakeholder/strategic planning consultant. Your assessor will be looking for: · evidence that you have analysed and identified the needs of the case study, and reflected these in the revised mission and vision statements you have developed. Adjustment for distance-based learners · No variation of the task is required. · A follow-up interview may be required (at the discretion of the assessor). · Documentation can be submitted electronically or posted in the mail. · Meeting with key stakeholder/consultant (assessor) may be conducted and observed live or via an appropriate teleconferencing tool. Case study You have been the General Manager of MacVille’s successful import/export business centre in Sydney for the past two years. You have been asked by the Board to assist in the development of a strategic plan by initially conducting a review of the vision, mission and values of the organisation. You review the annual report for the previous year, and note the following statement by the Chair of the Board: ‘Within the next five years, MacVille will become a national brand, and will be accepted as an integral part of the hospitality industry, perceived as a key component in the success of hospitality establishments, both large and small.’ ‘MacVille is in business to provide espresso coffee machines that meet the efficiency, reliability and sustainability needs of our hospitality clients who, in turn, reward us with profits that will allow our stakeholders and the communities in which we operate to prosper.’ Being part of the management that assisted in upholding the values of the organisation, you have been made very aware of the Chair and Board’s views on the following values and, after reviewing your papers and reports, you speak with the CEO, who replies: ‘MacVille’s values have been the same for as long as the organisation has existed. For our stakeholders, it has always been about stewardship and about adhering to professional and moral standards of conduct in all that we do. For our people, we are committed to encouraging self-directed teams, we cultivate leadership and we maintain high levels of safety. Externally, we are committed to wise environmental practices and offering meaningful value to our customers.’ Later in the review process, you are presented with an opportunity to discuss the application of the vision, mission and values with the CEO again. This time, you are more interested in researching what had changed since the last strategic vision was formulated. The CEO explains: ‘In the past few years, since the last strategic plan was formulated, there have been developments in new areas that were not clearly recognised when developing the last plan. These changes are becoming an important part of our operations on a daily basis, and should be reflected in our vision, mission and values.’ ‘There is a real need to incorporate innovation into our mission because it has been an outcome from the self-directed team’s directive. Finding new ways to improve the efficiency of processes and effectiveness of customer solutions has become a priority. There has always been a need to evaluate what we were doing, to continually challenge our methods and ask how we can simplify and improve our business. We should never rest on our laurels, but instead constantly innovate and raise our standards, because we are not afraid to try new ideas and concepts. The organisation needs to embrace strategic alliances and to seek out new partnerships that support and promote our mission, desired outcomes, and strategies.’ When prompted for further changes that had taken place, the CEO stated: ‘MacVille needs to identify more closely with the community it serves. We need to be a good corporate citizen that recognises our responsibility to be active participants in our local communities, and even donate a percentage of profits every year to a wide variety of community and non-profit organisations.’ © 2015 Innovation and Business Industry Skills Council Ltd1st edition version: 1 Page 2 of 5 Assessment Task 2 (BSBMGT616) Assessment Task 2BSBMGT616 Develop and implement strategic plans Analyse the internal and external environment Submission details Candidate’s name Phone no. Assessor’s name Phone no. Assessment site Assessment date/s Time/s The assessment task is due on the date specified by your assessor. Any variations to this arrangement must be approved in writing by your assessor. Submit this document with any required evidence attached. See specifications below for details. Performance objective In this assessment, you are required to complete analyses of the organisational environment to develop an understanding of potential competitors and allies, and the associated risks and benefits. Assessment description Complete a value chain analysis, PEST and SWOT for your organisation, plus analyses of the potential competitors and allies supplied in the case study. Procedure For the provided case study, you are required to complete for your organisation: 1. PEST analysis (including a review of legislation impacting on MacVille) 2. SWOT analysis (including an evaluation of the value-chain). You are also required to review competitors/allies to MacVille, as described in the case study, and: · identify and describe existing and potential competitors/allies, then summarise the strengths and weaknesses of each · develop a separate summary statement for each potential ally for a cooperative venture that describes their alignment with MacVille’s vision, mission, values and attributes, as identified on the tender document. Once you have developed these materials, you need to meet with your supervisor (role-played by assessor) to discuss and confirm the analyses you have completed, together with the summary of potential cooperative venture allies. Take notes in the meeting with your supervisor and make any changes as suggested by them, before submitting your final version. Note: You need to retain your analysis of the organisation, competitors and allies for reference and use in Assessment Task 3. Specifications You must provide: · a completed set of analyses (PEST and SWOT) · a review of existing and potential competitors and allies · a review of potential allies and a statement of their alignment with organisational values (as described in Assessment Task 1) and tender requirements · summary notes from the meeting with your supervisor. Your assessor will be looking for: · evidence that you have analysed and identified the needs of the case study, and reflected these in the reviews and summary notes you have developed. Adjustment for distance-based learners · No variation of the task is required. · A follow-up interview may be required (at the discretion of the assessor). · Documentation can be submitted electronically or posted in the mail. · Meeting with supervisor (assessor) may be conducted and observed live or via an appropriate teleconferencing tool. Case study Having completed MacVille’s review of the vision, mission and values, you should then consider the environmental factors that could impact on MacVille’s goals and objectives. To help you with this assessment, you are provided with an industry consultant’s report that contains a recent and comprehensive review of the industry and general operating environment. Industry consultant’s report You have noted the following points from the report. · New commercial espresso machines are being developed that use 30% less energy to run, with an innovative and more efficient heat exchanger. · Planned changes in trade, where all tariffs on imported goods, including espresso coffee machines, will be removed in line with the government’s free trade policy. · The development of the home consumer market for consumer espresso machines is experiencing high growth. · There is a lifestyle trend towards eating out more frequently as the population ages and becomes more affluent. · A steady population growth rate is predicted for Australia, from 22 million in 2010 to 36 million in 2050. · The prediction of a
Answered Same DayNov 16, 2019BSBMGT616Training.Gov.Au

Answer To: Performance objective In this assessment, you are required to manage the review of the currency of...

David answered on Dec 27 2019
101 Votes
Assessment tasks
Assessment task 1:
Email to stakeholders:
· Presented a detailed review and analysis of the mission and vision statement in accordance to cu
ent approaches and practices employed by the organisation for providing espresso coffee machines, which is supported with organisation values to be adopted for achieving revised mission and vision.
1) Existing vision and mission:
Vision statement
‘MacVille aspires to position as an integral component in the success of hospitality establishments in Sydney through providing espresso coffee machines, to both large and small sector’.
Mission statement
‘To provide efficient, reliable, and sustainable espresso coffee machines meeting needs of customers and communities seeking for value added services, and, stakeholders seeking for long term profits and returns’.
2) Cu
ent approaches
The cu
ent mission and vision statement of the organisation reflects
limited or confined perspective to stakeholders. Though MacVille has defined its purpose and philosophy of operating in hospitality industry, yet it seems that mission and vision statement lacks reflection of modern business values and norms. The term ‘modern’ should be understood with the fact that business world is continuously undergoing with huge transformations outlining new set values and norms (Agola & Hunter, 2016). The efficiency, reliability and sustainability are the three major themes reflected in the mission and vision statement. However, in present scenario, these three themes serve as common phenomenon applied by both large and small establishments. There is need of adding some distinct element in this mission and vision statement for providing competitive edge to the organisation. Through reading and analysing this mission and vision statement, readers never come to know differentiated services offered by MacVille. It appears quite similar to other hospitality firms which made it difficult to gain competitive edge in the industry (Hargadon, 2015).
Besides, it has also identified that profits seems another core element of mission statement, as an underlying factor determining prosperity of stakeholders, communities and success of hospitality establishments as well. It is worth mentioning that profits represent short term perspective of the organisation where stakeholders are considered as profit-seekers instead growth-seekers. In this regard, it seems necessary that profits should be secondary motive and growth and development should be primary motive as it paves path of long term success and growth (Bilimoria, 2013).
3) Revised vision and mission
Vision: ‘Committed for giving most compelling espresso coffee machines and value additive hospitality service experience to customers’.
Mission: ‘At MacVille, we work very hard for providing best espresso coffee machines, causing no environmental harm, and, inspiring and implementing innovative and safe solution’.
4) Organisational values
In accordance to the revised mission and vision statement, the organisation values required to adopt and develop by the organisation are defined below. MacVille needs to redefine the organisation values for complementing and attaining revised mission and vision statement. In the absence of organisation values, revised mission and vision statement would prove worthless, as like wandering in a forest without having a map (Boella & Goss-Turner, 2013). The new organisation values which should be included for supporting revised mission and vision statement are:
Our mission and vision values must reflect who we are and how we adhere to fulfil our customers’ needs.
a) Customer commitment: Strive for developing relationship through
inging positive difference in the way and manner of providing espresso coffee machines.
) Quality: At MacVille, We aim at delivering outstanding and unsurpassed hospitality services that, together, provides premium value to our customers (Guibault & Angelopoulos, 2011).
c) Integrity: Adhering highest standards of stewardship and adherence of moral and professional standards in daily actions and efforts.
d) Teamwork: Appointing self-directed teams dedicated for working together, across boundaries, for fulfilling needs of customers and facilitating company to win and accord success.
e) Respect for people: Valuing and respecting people, encouraging them to innovate new ideas and improve service offerings and delivery mechanism (Storey & Salaman, 2010).
f) Good citizenship: Emphasis on becoming good citizens in the society and community where organisation survives and functioning. It is done through depicting highest level commitment to environmental practices and safety standards.
g) A Will to Win: Exhibiting strong will for winning in the marketplace through finding new ways to improve the service processes (Tallman, 2016).
h) Personal accountability: Demonstrating high level personal accountability for fulfilling commitments on time. The review and evaluation process is an integral component incorporated for simplifying and improving business activities.
I) Innovation: Never resting or relying on existing operations, but strive for innovating and improving service standards through trying new ideas and themes (Thompson, Martin & Thompson, 2016).
j) Partnership: Em
acing strategic alliances and partnership venture with large and small scale players for strengthening business portfolio.
MacVille intends to strengthen business portfolio through adopting several set practices for improving efficiency and effectiveness of business process. These practices include innovation, trying new ideas and concepts, raising service standards, reviewing and evaluating processes, etc (Williams, 2013). The above defined organisation values hold potential of paving path of growth and development to the hospitality business as it enables providing comprehensive set hospitality services and offerings. In simple words, MacVille can assure its customers and stakeholders that hospitality services are not merely intended for earning profit, but for
inging difference in their lives (Dringoli, 2012).
Summary notes
As a strategic planning consultant, meeting with stakeholders is conducted for providing gaining new strategic insights for providing direction and lead to the organisation. The meeting has outlined certain areas need to be improved upon for strengthening strategic prospect of the MacVille. As per the identified needs and revised mission and vision statement, stakeholders outline that performance of MacVille is undermining due to several factors.
The pace of innovation is quite low, and, organisation really requires fostering and incorporating the element of innovation for achieving defined outcomes in enriched manner. The personnel should strive for working as self-directed team for finding scope of improvement in espresso coffee machines and delivering improved customer solutions. It would not be worthwhile for the organisation to continue on same business philosophy, as service standards should be improved for exceeding customer expectations (Drummond, Ensor & Ashford, 2013).
In all, MacVille should em
ace innovations in customer solutions i.e., espresso coffee machines for improving service standards. The newly defined vision and mission statement holds potential of transforming existing business conditions.
Assessment task 2:
As defined in above assessment, MacVille needs to transform operating philosophy through revising mission and vision statement. It is worth mentioning that newly defined mission and vision statement aims at enriching service offering prospect of MacVille.
PEST Analysis:
Political: Government is introducing new set changes through devising reformed policies and procedures. There are significant changes in regulatory frameworks through devising new set policies and rules regarding trade, tariffs on imported goods, etc. For example, government has introduced free trade policy where tariffs on imported goods, including espresso coffee machines is removed. The espresso coffee machines is a major tool at MacVille used for preparing and delivering improved coffee taste experience to customers. The free trade policy of government would make it economical for the organisation to purchase and place espresso coffee machines.
Economic: The country is demonstrating strong economic growth on account of optimum availability and utilisation of resources. Population growth rate expected to increase from 22 million in 2010 to 36 million in 2050 along with strengthening of Australian dollar (Karel, Adam & Radomir, 2013).
Social: Positivity in social demographics as growth in home consumer market, changes in lifestyle trend demanding frequently eating products and rise in affluent population group.
Technological: Strong conducive technological climate demanding energy-intensive products consuming fewer resources (Kraaijen
ink, Spender & Groen, 2010).
SWOT Analysis:
It is done in accordance to the value chain framework posing different set advantageous and threatening factors:
Strength: As per the findings of value chain, marketing & sales, operations, and service are strong factors enabling MacVille in enjoying good reputation. The marketing...
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