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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This final report should be based on the organisation you selected for the Progress Report, to enable you to build on the feedback


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
Answered Same DaySep 13, 2021MMH356

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

Kuldeep answered on Sep 15 2021
153 Votes
Change Management
Change Management
Change Management
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Executive Summary
The aim of this report is to analyse major organizational changes in the Swan Care nursing home by assessing the change interventions, concerns behind these intervention, and processes or strategies adopted by business. The consequences of organizational change moreover the suggestions for each change observed is discussed. Organizations need to continually adjust their business practice to maintain a competitive edge furthermore avoid stagnation in a gradually more competitive market. Organizations' capability to
adapt environmental pressures as well as change strategic plans accordingly will eventually determine the failure or success of the change initiatives. The three major change initiatives analysed for the Swan Care nursing home address management restructuring, technology investments and expanding the physical presence of company.
Contents
Executive Summary    2
Background    4
Introduction    4
Diagnosis    5
Interventions Methods    8
Planning & implementation Process    9
Conflicts    10
Planning    11
Conclusion and recommendations    11
Overcome opposition    11
Show them the potential of Change    12
Painting the Alternatives    12
Involving Them in the Change    12
Conclusion    13
References    14
Background
In 1961, the first residents received housing in the Swan Care area (then known as Swan Cottage Homes), which shaped the future of a nonprofit and registered charity that became one of the leading providers of quality old-age and retirement pensions in Western Australia. More than 1,000 residents call Bentley Park SwanCare and reside in one of the three childcare centers or live living retirement community. The 15-hectare plot is unique in size and proximity to the city and provides a large space for the provision and expansion of services and facilities (Ansari and Bell, 2009). Australind Rise is just one and a half hours from Perth's SwanCare boutique in the retirement boutique in Australind, Leschenault Inlet. SwanCare At Home provides SwanCare's trusted services to the local community in southeastern Perth, allowing people to stay alone in their homes for as long as possible. SwanCare's trusted and reliable name has been backed by a 350-team team that includes nursing, nursing and many other professionals who are dedicated to improving the lives of our people (Bailey and Raelin, 2015). The team is overseen by a qualified and experienced management team and board of directors who are recognized leaders in the corporate and community sectors.
Introduction
Organizations that compete in an increasingly global marketplace must repeatedly get better their operations to become safe or maintain competitive benefits. Key interventions are essential to align with strategic plan and control environmental elements. ABC describes intervention as set of the "planned events and actions that help an organization improve its effectiveness. This report analyses major change processes in the SwanCare nursing home or implements the change management theory in a case study. Additionally, it focuses on highlighting the opportunities available for development and growth when organizations “get change”.
Diagnosis
Purpose
A traditional residential care facility that is respected and trusted, Swan Care Tandara is tailored to the requirements of the individuals. Swan Care's commitment to quality care means residents benefit from personalised care that promotes independence, ability and dignity (Blokdijk, 2012). Qualified and experienced nursing employees and carer are in attendance at all hours.
Structure
Swan Care Waminda offers air conditioned, comfortable, private accommodation with the all services as well as facilities tailored to comfort and wellbeing of each resident's. Our care services are personalised to promote independence and quality of life in cheerful, well appointed surroundings. Swan Care Waminda is fully accredited 120-bed care facility located within WA's largest all-in-one retirement and aged care site - Swan Care Bentley Park (Davis, 2017). The philosophy of the care is to give confidence people to remain in power of their lives, also retaining logic of independence, moreover providing some support as required. Swan Care Waminda offers a range of room types, all with private en-suites. All the residents are motivated to take part in Waminda's wide program of lifestyle activities, as well as a variety of the social as well as recreational activities provide within Bentley Park retirement community. Officially, there are at least a thousand residents there but the ratio of the carers to them is minimal. All the while, the authority has its hands tied because of limited funds. Now that the carers are stressed out, even for this they are not being given any help or handouts (Gover and Duxbury, 2012). This is the cause behind the whole issue.
Relationship
She has sensed a gap of communication and a thread of misunderstandings between the workers and authority individuals as employees and management does not speak often. Some of them have a gap in their relationship.
Leadership
Leadership is considered clearly a key part in a lot of areas of healthcare. Examining management practices and how senior management can be supported is essential to effectively determine management's impact on quality care and to improve the lives of senior citizens and employees. There is a great deal of literature on the purpose, nature and role of the nursing leadership, value of the developing as well as leading nursing leaders, furthermore characteristics of the nursing leaders (Idowu, 2016). Publications about the nursing leadership abound or relate to the purpose and nature of leadership styles. Most peer-reviewed literature utilizes the phrase "management" and "leadership" interchangeably with small attempt to describe one of the terms, and as an outcome most of it fails to simplify who leaders are, except for respect for their hierarchical position. The collection of 'management' information in senior care arena is considerable, though literature on 'leadership' in senior arena is shallow moreover would advantage from the research if it were to gain knowledge and information about application or perception of the leadership (Lindberg, 2013).
Helpful mechanisms
They are carrying the activities with them as per Dr. Ellis’s instructions. The...
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