Need to answer three questions, follow the assessment description.MGT600_Assessment 2_Case...

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Need to answer three questions, follow the assessment description.

MGT600_Assessment 2_Case Study.docx Page 1 of 8 ASSESSMENT 2 BRIEF Subject Code and Title MGT600 Management, People and Teams Assessment Case Study Individual/Group Group Length Up to 3000 words Learning Outcomes a) Critically assess the key principles and theories underlying strategic people management and explain how their application enhances organisational and individual performance. b) Critically evaluate the effectiveness of different approaches and the relationships between effective people management and organisational performance. c) Demonstrate effective communication and practical problem-solving skills to effectively manage people in a range of organisational contexts d) Critically reflect on the roles and functions that managers perform in the context of the challenges and risks they have to address in the changing environment. Submission By 11:55pm AEST/AEDT Friday Module 4.2 (week 8) Weighting 40% Total Marks 40 marks Context: Though challenging, group assignments are designed to reflect the reality of the workplace. In this instance, people coming together to contribute knowledge, experience and skills to produce a desired outcome. This assessment encourages students to develop their knowledge in relation to the key topics of attracting, developing and retaining employees, teamwork, performance management, team development and change management. Students will be allocated into groups by the learning facilitator. The group will work together to analyse the given company and provide recommendations to improve on attracting, developing and retaining employees, teamwork, performance management and team development. MGT600_Assessment 2_Case Study.docx Page 2 of 8 Instructions: Your group is from a well-regarded consultancy firm and has been engaged by your client, ComSyst Technologies (CST) to provide advice on addressing a variety of challenges. CST is a multi-national communications software and systems developer serving the defence and emergency services industries. CST has offices in Australia, New Zealand, the United States, Philippines, India and South Korea. CST has recently lost three major tenders to competitors and their market share has declined substantially in the last two years. This has been attributed to some significant people related issues including poor employee performance, low employee engagement, a decline in staff retention and resignations of some key specialists. Technological advancements elsewhere have highlighted a gap in CST’s technical skills and capabilities. Your brief from the client is to prepare a report with recommendations to achieve the following objectives over the next two years: 1. Ensure CST is well positioned for the future by attracting and retaining the best talent possible 2. Create a team based high performance culture 3. Build employee capability and performance To address these objectives your consulting team will need to draw on content from modules two, three and four. Some consideration may need to be given to other module content if deemed relevant. It is also expected that groups conduct research beyond the resources provided on the subject site For each of the objectives mentioned above, you must include at least one real world example / case study from the literature of how other organisations have successfully achieved the same or similar. Your group must prepare a business style report for the Chief Executive and Board of ComSyst Technologies. Whilst the format may vary, it must include the following:  Cover page  Executive Summary  Table of Contents  Introduction  Background  Main Discussion  Recommendations  Conclusion  Appendices MGT600_Assessment 2_Case Study.docx Page 3 of 8 You may make any necessary assumptions; however, any significant assumptions should be detailed in your report. Groups will be assessed against the learning rubric below. Teamwork and group participation will constitute 20% of the mark for the assignment for each member of the group. Group participation will be determined as follows:  Each participant in the team will evaluate the other member’s contribution using a participation score matrix (see Appendix 1 Team Participation Score Matrix)  Each participant is to assess their peers according to the Peer Evaluation Grading Scheme (see Appendix 2)  Each participant is also required to complete a self-review using the score/rate found in the Team Participation Score matrix.  The score matrix will be individually submitted to the Facilitator at the same time as the group (collective) report submission.  The Facilitator will take into consideration the average “team participation score” for each member to determine the weighted ‘Teamwork’ criterion rows in the final marking rubric for this assessment (see below).  All peer evaluations are confidential and individual rankings will not be released to other members of the group.  Failure to submit a self-review and peer review correctly, or at all, will result is zero grading for this assessment criteria.  Groups should refer to the marking rubric to ensure all the assessment criteria are addressed. Referencing: You must recognise all sources of information; including images that you can include in your work. Reference your work according to the APA 6th edition guidelines. Please see more information on referencing here http://library.laureate.net.au/research_skills/referencing Submission Instructions: o Each group is to submit one final Case Study submission into Assessment 2 submission link in the Assessment section found in the main navigation menu of the subject Blackboard site. A rubric will be attached to the assessment. o Each student is to submit a completed team participation score matrix document in Assessment 2 review submission link. http://library.laureate.net.au/research_skills/referencing MGT600_Assessment 2_Case Study.docx Page 4 of 8 The Assessment 2 Case Study assignment and individual Team Participation Score documents are to be submitted at the same time for the facilitator to finalise grading for this assessment. The Learning Facilitator will provide feedback via the Grade Centre in the LMS portal. Feedback can be viewed in My Grades. Appendix 1: Team Participation Score Matrix a) Individually, each team member will assign a “teamwork” score (from 1-5) for other members of the team/group using a participation score matrix attached to the marking rubric. b) You will need to assign yourself a participation score. c) The score matrix will be individually submitted to the Facilitator at the same time as the group (collective) report submission. d) The Facilitator will use the average “teamwork” score for each member in considering the weighted teamwork or group participation contribution to their final mark. Grading Matrix Member Name/ID Maximum Teamwork Mark (%) Average Participation Score (1-5)2 10 1 20 2 20 3 20 4 20 5 20 MGT600_Assessment 2_Case Study.docx Page 5 of 8 Appendix 2: Peer Evaluation Grading Scheme Rating Description 5 Builds team’s identity and commitment Leads team Evaluates teams’ outcomes Implements strategies for enhancing team effectiveness 4 Understands group dynamics and team roles Facilitates team development Renegotiates responsibilities, tasks and schedules to meet needed change 3 Contributes to small group discussions to reach agreement on issues Works together with others towards shared goals Renegotiates responsibilities to meet needed change 2 Participates effectively in teams Identifies team and individual goals, tasks, responsibilities and schedules Contributes to group processes Supports the team 1 Does not participate effectively in a team environment Places individual goals ahead of the group responsibility Hinders the group process and upsets the schedule MGT600_Assessment 2_ Case Study Page 6 of 8 Learning Rubric: Assessment 2 Case Study Assessment Attributes Fail (Unacceptable) 0-49% Pass (Functional) 50-64% Credit (Proficient) 65-74% Distinction (Advanced) 75 -84% High Distinction (Exceptional) 85-100% Knowledge and understanding (technical and theoretical knowledge) Understands theoretical models and concepts Percentage for this criterion 25% Limited understanding

mgt600assessment-2case-study-rquxkhh3.pdf

Dilpreet · Accepted Answer

Running Head: Management People and Teams: Case Study	1
Management People and Teams: Case Study 		
MANAGEMENT PEOPLE AND TEAMS: CASE STUDY
Executive Summary
	In this era of cutthroat competition existing in the business environment, each organisation including organisations like ComSyst Technologies aim to improve their market share and make huge profits out of the business with a influential market outlook. The quality of the products and services provided by the organisation and the levels of employee engagement helps to determine the success of the functions being performed by the organisation. After going through the case of ComSyst Technologies, it is evident that the business needs to focus considerably on its valuable human resources and must take all the necessary measures to improve the performance of its employees.
Table of Contents
Introduction	4
Background	4
Discussion	6
Exiting Issues in ComSyst Technologies	6
Impact of the Issues on ComSyst Technologies	8
Objectives of CST in the Next Two Years	9
Recommendations	10
Managing the Talent through Effective Recruitment, Selection and Retention Policies	10
Creating a Team-Based Culture for Better Performance of Employees	12
Building and Developing Employee Capability and Performance	14
Conclusion	15
References	17
Appendices	19
Appendix 1	19
Appendix 2	19
Introduction
	In the years to come, the competition in the industry is going to intensify further and will amplify the challenges for almost every business organisation in the industry. ComSyst Technologies (CST) is also going to face such troubles in the coming future if necessary measures like attracting and retaining the talent, creating teams that focus on high performance and enhancing the capabilities of the employees to improve their performance are not taken into consideration in a timely manner. There is no doubt about the fact that improving the performance management strategies and providing the employees with training and development sessions will help CST to improve employee retention and employee engagement while helping the employees to improve their existing skill sets. Focusing on these areas will help CST to improve their performance in the industry by staying competent in the market.
Figure 1: Employee management
Background
	Founded in Australia, CST is a multinational communication software and system developer providing its services in the defense and emergency services industries for years now. CST has managed to expand its operations in Australia, New Zealand, the United States, Philippines, India and South Korea. Despite of the tremendous success experienced by the organisation over a period, the organisation lost three of its major tenders to competitors leading to a substantial decrease in the market share of CST. After a deep and critical analysis it can be inferred that the company is facing some serious issues, when it comes to the employees and their performance particularly over a period of two years. 
	The management of the organisation has noticed some major challenges like low employee engagement, low employee retention, poor performance of the employees and inability of the organisation to fill the available position with talented and experienced candidates. It can be seen that a number of talented and experienced employees are resigning from their position and organisation therefore lacks its specialists. This is one of the most prominent reasons that CST is losing its share of the market to its competitors. Poor employee retention and employee engagement strategies of the company can be accounted as one of the most prominent reason of below standard performance of the employees. Low enthusiasm level of the staff seems to be another reason for declining market share of CST. 
	Considering the situation and the causes behind this particular scenario, it is vital for ComSyst Technologies to overcome this situation by gaining their lost reputation in the market and by creating a positive market outlook for themselves. It is extremely vital for the organisation to focus on attracting and retaining a talented and experiences pool of employees as well as to create an ethical organisational culture that can support efficient working within teams (Huhtala, Tolvanen, Mauno & Feldt, 2015). In addition to this, the organisation must also focus on the improving the capabilities and skill sets of the employees that will encourage them to be innovative and creative in the tasks they undertake. Focusing on all of these measures will help the company to bounce back in the market with a positive outlook. 
Discussion
Exiting Issues in ComSyst Technologies
	The management of CST has been facing some serious issues related to the people or the employees of the company. Since, human resources are considered the most valuable assets of a business organisation, and in-depth analysis into the current issues will help to enhance employee retention, employee engagement and performance of the employees. Out of these issues poor employee performance and low engagement are identified as the two most prominent issues. The potential reasons for the poor performance of the employees have been identified as:
· Lack of resources: The employees may not have enough resources to complete the tasks being assigned to them. They might be lacking time to complete the tasks with greater efficiency or they might not have enough software and hardware resources to perform the tasks. This might discourage the employees and will have an adverse impact on the performance of the employees. 
· Communication barriers: This is one of the most prominent reasons that interfere with the effective and efficient performance of the employees. They might not be able to collaborate with the members of the team and seniors due to the lack of open and transparent communication channels. As opined by Kapur (2018) lack of interpersonal communication skills also acts a barrier to effective communication. Lack of communication particularly within a team makes certain tasks more complicated and therefore, the employee might lose their control over the task. Poor communication may also lead to unethical workplace culture, which may further degrade the performance of the employees. 
·  Lack of skills: With advancements in technology, the functions of the organisations have evolved as well. Some of the employees may not have sufficient skills to work on these advanced platforms with the help of latest tools and therefore, their performance is likely to decline in such a situation. Lack of training and development sessions contribute significantly to such scenarios.
· Poor performance management system: Lack of appreciation and lack of other monetary and non-monetary rewards may interfere adversely with the performance of the employees. The employees might lose their interest in their job and they might feel that the worth of the work they have been doing for organisation is not receiving the deserved recognition (Mone, London & Mone, 2018). 
Figure 2:

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