do assignment as based on case study.
©Aspire2 International – DBN603 Assignment 2– v.6 2018 Page 1 of 4 New Zealand Diploma in Business (Level 6) Course Title Strategic Management Course DBN603 Version 6 Title Assessment 2: Assignment (Case Study Based) Level 6 Credits 20 Total Marks [Weighting] 90 [70%] Student Name Student ID Tutor’s Name Week Due Due Date ````````````````````````````````````````````````````````````````````````````````````````````````````````````````````` Sections S1 S2 S3 S4 S5 Ref Total Total Marks 15 15 15 15 30 90 Marks Awarded Assessor’s Overall Feedback Student’s Signature: _____________________________ Date: _________________ ©Aspire2 International – DBN603 Assignment 2– v.6 2018 Page 2 of 4 LEARNING OUTCOMES ASSESSED Learning Outcome Section Mark Allocation Percentage Allocation LO2: Develop the business entity’s strategic objectives for effective performance. Section 1 15 marks 12% LO3: Apply knowledge of the principles and practices of operations for the strategic objectives of the entity. Section 2 15 marks 12% LO4: Apply knowledge of the principles and practices of management accounting for the strategic objectives of the entity. Section 3 15marks 12% LO5: Apply knowledge of the principles and practices of sales/marketing for the strategic objectives of the entity. Section 4 15 marks 12% LO6: Apply knowledge of the principles and practices of HR and risk management for the strategic objectives of the entity. Section 5 30 marks 22% Formatting and Reference List Total 90 marks 70% General Instructions: 1. “APA” 6th edition referencing and citation are compulsory. 2. Plagiarism would be dealt with zero tolerance and you would fail the assessment. 3. A soft copy of assignment must be submitted on Turnitin by the due date and a hard copy must be submitted to the lecturer on the date advised by lecturer. Be advised that any similarity rate 15% or above will result in zero marks as stipulated above. 4. Your work should be free of errors with respect to grammar, spellings and punctuation. Please read and sign the declaration below: I have understood the content and learning outcomes to be assessed I have been advised of the purpose and the process of the assessment I consent to assessment results and materials being used by my establishment I agree to carry out the assessment without assistance from anyone else ___________________________________________ _____/____/____ Student’s Signature Date ©Aspire2 International – DBN603 Assignment 2– v.6 2018 Page 3 of 4 Assessment Instructions Please read the attached article – Managing Business Operations David Robb and answer questions posed in this assessment. Where possible use New Zealand business examples supporting your ideas. All researched material must be correctly referenced. Section 1: Business Objectives (LO2 – 15 marks) In the article the author suggests New Zealand business should set better business strategic objectives to establish more successful and sustained businesses for the future. 1.1 From the case study develop two strategic business objectives that could be used by New Zealand businesses to enhance their performance and justify why they are required. (5 marks). 1.2 Cite two New Zealand businesses that are publicly expressing similar business objectives and explain why they have chosen these objectives. (5 marks). 1.3 Cite one other New Zealand business using a different strategic business objective and explain why they have used it. (5 marks). [All discussions or evaluations are to be referenced to acceptable literature.] Section 2: Business Objectives and Operational Management (LO 3 – 15 marks) 2.1 Discuss the role of operational management in setting strategic business objectives. (Use examples to support your ideas.) (5 marks). 2.2 Analyse the impact of two operational areas on the strategic business objectives expressed previously on a New Zealand business. (10 marks) Section 3: Business Objectives and Management Accounting (LO 4 – 15 marks) 3.1 Discuss the importance of Management Accounting in setting strategic business objectives. (Use examples to support your ideas.) (5 marks). ©Aspire2 International – DBN603 Assignment 2– v.6 2018 Page 4 of 4 3.2 Analyse the impact of two management accounting processes on the strategic business objectives expressed previously on a New Zealand business. (10 marks) Section 4: Business Objectives and Sales and Marketing (LO 5 – 15 marks) 4.1 Discuss the impact Sales and Marketing has on setting strategic business objectives. (Use examples to support your ideas.) (5 marks). 4.2 Analyse the impact of two Sales and Marketing processes on the strategic business objectives expressed previously on a New Zealand business. (10 marks) Section 5: Business Objectives and Human Resources and Risk Management (LO 5 – 30 marks) Human Resources 5.1 Discuss the impact Human Resource Management has on setting strategic business objectives. (Use examples to support your ideas.) (5 marks). 5.2 Analyse the impact of two Human Resource Management processes on the strategic business objectives expressed previously on a New Zealand business. (10 marks) Risk Management 5.3 Discuss the impact Risk Management has on setting strategic business. (Use examples to support your ideas.) (5 marks). 5.4 Analyse the impact of two Risk Management processes on the strategic business objectives expressed previously on a New Zealand business. (10 marks) References (allocated marks are covered in other sections) Include a list of books, journal articles, web sites, and other sources used in your investigation or cited in your assignment in alphabetical order. Ensure that ALL sources used in your assignment are cited. Use APA 6th edition format in your references. Incorrect and incomplete citations would not be considered and must be redone. It is recommended for you to use at least 5 academic sources. 38 Managing business operations: how New Zealand organisations can get better and better by David Robb 39U N I V E R S I T Y O F A U C K L A N D Business Review V o l u m e 3 N u m b e r 2 2 0 0 1 Many New Zealand businesses can lift their game appreciably by pursuing improvements in their operations management. I make a passionate plea for business managers to dig deep into a goldmine of available opportunities, extending from suppliers to internal operations to customers. Based on my experience in consultancy (primarily in the building products, consumer goods, pharmaceutical and postal communications sectors) and executive education, as well as scholarship on the function, I offer a framework that should guide operations improvement initiatives in New Zealand businesses. T he operations management “domain”for manufacturers, service providersor distributors spans the traditional decision areas of facility choice (location, size and focus), capacity (timing, size and type), process/technology selection and degree of vertical integration/outsourcing. It also includes the “infrastructural” policy areas encompassing supply chain management (procurement, inventory and internal operations planning/control), quality management and even aspects of human resources and new product/service development. My framework for improving operations in any organisation involves four aspects. 1 Establishing direction: aligning operations with business objectives. 2 Eliminating bad practice: moving to the performance frontier. 3 “Horses for courses”: positioning on the performance frontier. 4 Innovation and mitigating trade-offs: shifting the performance frontier. These facets cover, at least conceptually, all the activity areas of managers seeking ▼ 40 improvement. I believe many New Zealand firms have room for improvement in most of these categories. 1. Establishing direction: aligning operations priorities with business objectives Business strategists emphasise the importance of achieving coherence both within and between functional areas in a firm by insisting that objectives and policies in each area are aligned with the business strategy as a whole. This may seem straightforward in theory, but in reality practices inconsistent with the business strategy are legion. Table 1 presents the results of an informal survey of executive students, giving examples of misaligned policies and practices, categorised into various operations decision areas. What leads to such incongruence? Perhaps the biggest culprit is the dearth of firms with a clear vision of where their operations are headed, based on their business strategy and readily articulated by staff at all levels1. Some may express incredulity toward various aspects of strategy – e.g., St Dilbert’s quip defining a mission statement as “a long, awkward sentence that demonstrates management’s inability to think clearly” (Adams, 1996). However, there is little excuse when managers create policies and staff act in ways that pull in diverse directions. Within a given industry (even a commodity industry), business objectives should differ TABLE 1 Facilities • Operating a “seconds” shop when quality is a high priority • Locating away from major clients when delivery is paramount Process choice • Choosing products that add considerable complexity to processes when cost is important Vendor relations • Sourcing low-quality products when quality is important • Not certifying suppliers on quality and time when these were the organisation’s objectives Inventory/logistics • Insufficient stock when delivery/customer service is important • High inventory when low cost is a prime objective Production/operations planning and control • No operations planning (just financial planning) • Opting for mass production when staff skills/competencies are in flexibility • Putting everyone on a schedule when flexibility is desired • Accepting all orders without exception • Poor call management (lost calls) • “Get stuff out the door” policy at end of financial year (when quality is important) • Reducing appointment times to increase throughput when quality is the number one priority • Making customers wait inordinately long periods to correct mistakes that are the fault of the organisation (e.g., voids at cashiers) Quality, customer service and performance measurement • Employing fear/intimidation to improve quality levels • No quality [time/delivery] measurement at all (when quality [time/delivery] is important) • No measurement of staff satisfaction or morale • Performance measurement tied to each department rather than to the organisation as a whole (which encourages “local optimisation” and discourages flexibility) Human resources/organisational design • “Attract highest calibre staff” a goal, but recruitment practices mediocre • Obsolete (or non-existent) staff training methods (in particular, for new staff and