Microsoft Word - Asst 2 Final Report MMH356 T1 2019.docx MMH356 – Change Management Trimester 2, 2019 Assignment 2: Final Report DUE DATE AND TIME:Sunday 15 September 2019, 11:59 PM PERCENTAGE OF...

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I will also send through my first assignment and iit's details, I have chosen RSPCA as my organisation to work on. They have given us a video I've posted it on youtubehttps://youtu.be/Gfc7Su-CP18 this is the link do the assignment according to that video thank you.


Microsoft Word - Asst 2 Final Report MMH356 T1 2019.docx MMH356 – Change Management Trimester 2, 2019 Assignment 2: Final Report DUE DATE AND TIME:Sunday 15 September 2019, 11:59 PM PERCENTAGE OF FINAL GRADE:40 marks; 40% of final grade HURDLE DETAILS:None NUMBER OF WORDS:3,000 Learning Outcome Details Unit Learning Outcome (ULO) Graduate Learning Outcome (GLO) ULO 1: Demonstrate a sophisticated and nuanced understanding of theoretical frameworks, key concepts and contemporary human resource and management issues associated with organisational change GLO1: Discipline specific knowledge and capabilities ULO 2: Use digital technologies to locate and access information relevant to change in a real‐life organisation, and to then effectively communicate that account using a specified academic referencing style and specified professional report format GLO 3: Digital literacy ULO 3: Critically describe, analyse and evaluate practical change‐ related behaviours, processes and outcomes by referring to organisational change theories and concepts GLO 4: Critical thinking ULO 4: Selectively apply evidence‐based theories and concepts to change opportunities and instances within real organisational contexts in order to improve the likelihood of more effective human resource and/or more efficient management outcomes GLO 5: Problem solving Assessment Feedback: Students who submit their work by the due date will receive their marks and formative feedback on CloudDeakin before 30 September 2019, 11:59 PM. Students who submit the Final Report after the due date may not receive their results until after those released for on‐time submissions. 1 Description / Requirements: Task This final report should be based on the organisation you selected for the Progress Report, to enable you to build on the feedback: 1. W.A. Communications 2. Express Link 3. Swancare 4. RSPCA http://ezproxy.deakin.edu.au/login?qurl=https://edutv-informit-com-au.ezproxy-b.deakin.edu.au/watch-screen.php?videoID=26912: EXECUTIVE SUMMARY (2 marks) In this section provide an overview of the whole report for time poor executives in your selected organisation. OVERVIEW (2 marks): In this section provide an overview from the progress report of the organisation’s profile, driving and restraining internal/external forces, and symptoms and causes. Don’t just cut and paste from the progress report; rather provide a summary. Then provide a paragraph on how you will be applying the feedback from the Progress Report. BODY (25 marks): 1. Diagnosis: using the model you selected in your progress report, apply that model to your selected organisation and critically evaluate the organisational functions and relationships (15 marks). 2. Intervention: Select three (3) change interventions, which you as the external change agent, believe should be applied to move the organisation towards its preferred state (5 marks). For your chosen interventions you must: a. Provide a clear and concise name for the intervention; b. Describe and analyse the significant features of the intervention. c. Discuss how you would apply it 3. Planning & implementation: Describe, critically review and evaluate change planning and change implementation issues such as people management (change agency and change resistance) and sustaining change in the organisation. (5 marks) CONCLUSION/RECOMMENDATIONS (6 marks): 4. Conclusion/Recommendations: (i.e. future state): Directly flowing on from your diagnosis, critical analyses and evaluation, provide a concise summary of the status of the organisation and suggest three specific and concise recommendations (not interventions) for the organisation. The purpose of these recommendations is to achieve more efficient and/or more effective ongoing change management, and/or to suggest improvements and/or solve any problems which you have identified. STRUCTURE, CITATIONS AND REFERENCING (5 marks): Provide a paragraph on how you applied the feedback from the Progress Report on your citations and referencing. Use a minimum of four (4) academic sources AND four (4) non‐academic sources relevant to your Final Report. Provide accurate in‐text citations and references for all responses using the Harvard Deakin Guide to Referencing . Description / Requirements: Presentation STRUCTURE: Please include the following sections in your Final Report (asterisked notes are explained below table): Title Page new page, Roman numeral page number i, but page number invisible; not included total word count Table of Contents new page, Roman numeral page number ii, not included total word count List of Illustrations new page, only include list of any diagrams, figures or illustrations Roman numeral page numbering not included total word count Executive Summary** new page Roman numeral page numbering approx. 400 words NOT included total word count Overview** new page, Arabic numeral page number 1; approx. 200 words, included in word count ‘Body’* new page, Diagnosis: approx. 1000 words; Interventions: approx. 750 words; Planning/Implementation: approx. 750 words; Arabic numeral page numbering total approx. 2,500 words, included in word count Conclusion/ Recommendation** new page, Arabic numeral page numbering approx. 300 words, included in word count References new page, all sources in the one section, according to Harvard Deakin Guide to Referencing, Arabic numeral page numbering Asterisked notes: · Please feel free to create your own headings and sub‐headings throughout the ‘Body’ of your reports, as appropriate for the content you provide in each section and subsection. **Refer Generic Report Writing Guide on CloudDeakin for detailed advice about: (i) what types of information to include in which report sections; (ii) how to number the sections; (iii) how to apply Roman and Arabic pagination for the different sections; and (iv) how to write and present your recommendations. FORMATTING: Submission of a formal report which is presented and formatted at a professional standard is an important and assessed Learning Outcome for this assignment, and also a valuable employment skill. Please apply the following: · Font: Size 12 Times New Roman, Calibri or Arial · Line spacing: 1.5, no indentation, but one extra line spacing between paragraphs · Margins: 2.54 cm · Headings and sub‐headings · Section numbering: Alphanumeric or decimal outline of up to three levels · Pagination: Roman page numbering and Arabic page numbering used as requested above · Header and/or footer: student name, ID number, unit code and assessment task name · Total word count: provided on Title page SAMPLE REPORTS: Sample Final Reports will be provided on CloudDeakin. These reports were submitted by past MMH356 students in previous trimesters, but for different organisations and in response to different specific tasks and questions. It is not essential for you to copy the exact formatting of either sample report, but they are useful guides for to how to structure, format and present a formal report at a professionally acceptable standard 1. Save your assignment as a Word file (.doc or .docx) with a file name which includes your ID number, unit code plus the name of the assessment task. e.g.StudentID_MMH356_Final Report 2. Click on the Assignment Submission Dropbox within MMH356 on CloudDeakin to declare that the Final Report is totally your own work written in this Trimester for this unit and submit your assignment. 3. Check carefully to confirm that your report was submitted and received correctly. Submission Conditions · Assignments are on time if they are submitted via CloudDeakin before the due date/time. · You may resubmit your assignment, at any time up until the due date/time. · Do not, under any circumstance, email your assignment to the Unit Chair or Cloud Co‐ordinator. It will not be assessed. · Requests for Special Consideration, extensions or variation to the assignment task will be considered only if caused by some unexpected, unpredictable and unavoidable event AND supported by documentation. Requests and documentation must be emailed to the Unit Chair [email protected] before the assignment due date. · Late submissions without extensions will be accepted up until five days after the due date/time, with 5% of available marks deducted per day (or part thereof) late. The late penalty in MMH356 is calculated as follows: · 1 day late: submitted one hour late after 11.59pm Sunday on due date but before Monday 11.59pm – 5% penalty. · 2 days late: submitted after 11.59pm Sunday of the due date but before Tuesday 11.59pm – 10% penalty. · 3 days late: submitted after 11.59pm Sunday of the due date but before Wednesday 11.59pm – 15% penalty. · 4 days late: submitted after 11.59pm Sunday of the due date but before Thursday 11.59pm – 20% penalty. · 5 days late: submitted after 11.59pm Sunday of the due date but before Friday 11.59pm – 25% penalty. · Plagiarism declaration: By clicking on the SUBMIT button to submit your assignment, you are declaring that the work is entirely your own, except where material quoted or paraphrased is acknowledged in the text by use of quotation marks and citations where appropriate. You are also declaring that it has not been submitted for assessment by any other student or by you in any other unit or course. Assignment Results Your report results, rubric scores and feedback will normally become available in the Assignment Folder in CloudDeakin within 15 business days of the due date. If you have been granted an extension for the assignment, your score and feedback may be released later than for on‐time submissions. Before results are returned to students, the unit team will moderate the marking process to ensure that the same marking standards are applied to all students within the unit and to check all assignments for plagiarism using Turnitin software. Marking penalties will be applied to reports which contain evidence of plagiarism, collusion or other forms of cheating. If any student believes an error has been made in the marking of their assignment and wishes to request a review, they must (1) email the Unit Chair ([email protected]), from their Deakin email account, within 5 working days of the CloudDeakin release of marks, and (2): (i) attach e‐copies of their assignment and their completed Grade Form Rubric; (ii) identify the specific rubric criterion involved; (iii) explain why their work should have received a higher score for that criterion; and (iv) support their claim by referring to specific evidence from their assignment. Receiving a disappointing result is not a justification for review. In the rare case of a report being granted a review, the reviewed score will be final. That score may Assignment Two: Case Study Final Report Student Name: May Clayton Student ID: 123123123 MMH356: Final Report i Assignment Two: Case Study Final Report DIAGNOSIS AND REVIEW OF INTERVENTIONS AT QANTAS Written by May Clayton - 123123123 MMH356 – CHANGE MANAGEMENT Unit Chair: Jan Fermelis Tutor: Jan Fermelis Trimester X, 20XX Submitted 30 August, 20xx Student Name: May Clayton Student ID: 123123123 MMH356: Final Report
Answered Same DaySep 11, 2021MMH356

Answer To: Microsoft Word - Asst 2 Final Report MMH356 T1 2019.docx MMH356 – Change Management Trimester 2,...

Amit answered on Sep 13 2021
135 Votes
Student Name:    ID Number:
Unit Code:    Assessment Task Name:
ORGANISATIONAL CHANGE MANAGEMENT IN ROYAL SOCIETY FOR THE PREVENTION OF CRUELTY TO ANIMALS (RSPCA)
WORDS:
Executive Summary
The project is a brief discussion of organisational change. The company chosen here is Australia’s RSPCA. Initially an overview has been provided to shed light on the organisation’s issue. Organisational change and its theories have been discussed along with key concepts and management issue. Digital technologies and its usage in making organisational change have been mentioned too. In the end, effective processes to implement changes in real life organisations and recommendations have been included to apply changes in RSPC
A as well.
Table of Contents
1.0 Overview    4
2.0 Analysis    5
2.1 Diagnosis    5
2.2 Interventions    7
2.3 Planning and Implementation    9
3.0 Conclusion and Recommendations    10
4.0 References    12
1.0 Overview
The following report is an understanding of organisational change in Royal Society for the Prevention of Cruelty to Animals (RSPCA). Organisational change is defined as any change, be it nominal or huge, in any aspect of an organisation. This change is highly crucial for any company if they want to sustain it. As time goes, the company must adapt itself to certain alterations to develop itself. Otherwise, other companies will be there to adapt changes and sweep away the said organisation with ease. The change can be something as simple as the work environment or employee’s behavior, or it can be something impactful like strategic changes, modification in used technologies, changing the company’s structure or even in its operations.
RSPCA is an animal welfare organisation in Queensland, Australia, which rescues, shelters, takes care of countless homeless animals, and even adopts them away to suitable adopters. However, the organisation is lacking in many aspects and especially in its leadership aspect. It is lacking funds as well. As a result, the upkeep of the animals is not up to the acceptable mark determined by Animal Health Australia (Parkkinen, Lehtimaki & Thatchenkery, 2015). Besides, due to insufficient funding, many animals have to be euthanized regularly by animal caregivers. Since most of the animals come from abusive past lives, a lot of them are less likely to be involved with a stranger or another animal soon enough and be comfortable around them.
Therefore, the employees have to make the tough decisions of choosing which animals would be put to sleep. This causes huge stress on them. The CEO is least involved in the organisation, in its activities and the wellbeing of the employees. There is a communication gap between the authorities and the staff as well. This is another cause of their stress and trauma. Being exposed to such an unhealthy work environment, the staffs have gained mistrust for the managers and lacks compassion for each other as well. The company requires a lot of organisational change in its model, structure, and strategy (Grills et al. 2016).
2.0 Analysis
2.1 Diagnosis
Organisation change is as risky as it can be beneficial. Therefore, it becomes essential to understand the theories and the framework before jumping into making any change. During or before making any changes, it is important to know that the alterations have to be aligned with the company’s main objectives and goals. Even if a change may be necessary, but still it needs to be implemented in a way so that the organisation does not encounter difficulties or more operational costs than it can afford to in order to develop the alterations. Moreover, the change cannot drive the organisation away from its objectives. Otherwise, it will not be useful to the organisation anymore.
Therefore, it needs to conduct market researches regarding the organisational change to figure out the existing scenarios and the different types of changes made in other companies based on what they were aiming for (Dark et al. 2017). There are a few common and suitably established theories related to it. The changes can be included in regular activities or cycles to implement development, especially in case of emergencies. In such cases, the changes are decided during the on-going activities and inserted actively for the next stages. Reconstruction theory is established combining both evolutionary and development theories.
Evolutionary theory is implemented when the organisation is falling behind in the competition and thus, makes changes in structures to gain a competitive edge. There is also dialectical change theory, which is to be utilised in case of conflicts and to eliminate the conflicting forces. The intentional changes in the company’s activities such as the decision-making process and adaptive learning via training are applied using the teleological theory of organisational change (Mothusi, Lekorwe & Pitso, 2016).
The change management consists of a few major concepts based on the groundwork and the reality of organisational change. Some of the concepts are – change is a process, value system, authority change, resistance, incremental as opposed to fundamental change, perspectives of contributors and receivers. Each of these concepts has influence over the change process and affects them to succession or failure. For every change, there needs to someone, who has to provide data on the factor that needs to be changed (Curry et al. 2018). Besides, the receiver has to be clear on the message and act accordingly. In RSPCA, the employees have been asking for change for a long time but the authority has not addressed their issues, neither had they acted on it. Resistance can be seen from the CEO and managers here, as they are reluctant to make any change.
Human resources in the current organisational structures and responsibilities are also capable of acting as a change agent (Nokkala & Diogo, 2019). A change agent is merely a person or a department, that is familiar with the change concepts and are capable of handling and managing changes in an organisation. They are usually responsible for hiring and training the employees. However, they are also responsible for counselling the workforce and making an adjustment to provide a safe and better work environment. They can also work as an advisor and offer necessary advice to the management for the decision-making process. Moreover, they are in charge of collecting feedback and complaints from the staff and to introduce as well as implement policies for improvement.
Consequently, the human resource manager in RSPCA has a strong role to play in this situation and she needs to work on the issues of the employees to address them properly. She also needs to bridge the gap between the management and animal caregivers (Grandia, 2015). There is a miscommunication amongst the caregivers or a stigma that if any of them shows any compassion, weakness, or attachment to the animals, they will be deemed unsuitable for the job. As animal lovers, they are truly satisfied to help as many animals as possible. However, this stigma has led them to surpass their loving; compassionate side and thus, they have become...
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