Reference no: EM13823087 , Length: word count:1000

Part A

Procedure:

1. Review the second 'MacVille' case study provided in Assessment Task 1 and the further information provided below in this task (Case study 1). Prepare a written plan under the headings Roles, Resources and Environment:

a. Roles: Delegate and assign accountabilities and responsibilities to each team member, as well as to the whole team. Ensure that your plan empowers the team and individuals to fulfil their delegated roles and describe how you will support their activities and initiatives.

b. Resources: Describe the resources the team will require in order to complete the tasks allocated to them.

c. Environment: Describe the work environment required for the team to function effectively with sound business ethics. Outline how a positive work environment will be created and maintained for this team. Include how team initiatives and innovations will be encouraged within the team setting, how ongoing, open communication will be established and how decision making will be transparent.

Part B - Professional development plan

This is an individual assessment. Your CEO has discussed your skills, knowledge and experiences with you and has asked you to develop a professional development plan for the next 12-18 months. The goal of this professional development is to assist you in becoming a senior manager within the organisation, as you move from your sales background into a new management position.

You need to identify specific leadership and interpersonal styles that could be appropriate for use in the new management position and you need to identify suitable professional development activities and networking opportunities that you could undertake or be involved with in the next 12-18 months to improve your capability to act as a leader in your work unit.

Procedure

1. Review the second 'MacVille' case study from Assessment Task 1 and the further information provided below in this task (Case study 2). Describe:

2. Interpersonal and leadership styles: interpersonal and leadership styles that could be applied to the setting, and how these compare to your own (as identified in the case study) capabilities.

3. Skills and knowledge: the skills and knowledge required to manage the situation effectively and compare these against your own (as identified in the case study) skills and knowledge.

4. Professional development: identify suitable professional development opportunities that could be accessed to improve skills as well as networking opportunities that could be accessed within your industry. For each skill identified you will need to describe the general outcomes, how it assists the organisation and the estimated date, time requirements and costs involved in each. As a summary tool, you should outline professional development and networking activities on some form of time line for the 12-18-month period.

Case study 1

You meet with the managers individually to discuss and assign the accountabilities and responsibilities for them and their staff. You also discuss the resources that they will need to ensure that the managers are able to achieve their results.

You meet with the accounts manager and explain their broad responsibilities of credit control, sound maintenance of the accounts receivable, internal control systems and preparation of budgets. More specifically, you identify the need to integrate with the Brisbane HO network for reporting and downloading important information, adhere to company policy on debtors, and work closely with the Sydney management team. You agree that the anticipated work load is greater than one manager could handle alone.

You then meet with the warehouse manager and explain their broad responsibilities for the documentary accuracy and soundness of goods inward, safe storage and handling of warehouse merchandise and timely dispatch of merchandise in accordance with customer orders. More specifically, you identify the need to adhere to company policy on warehousing, practice solid internal control over stocks holding, prevent injury to workers and workers, satisfy customer demands for stock in a timely manner, and to work closely with the accounts team. You agree that at least three other staff are required to carry out the anticipated work.

You then meet with the maintenance manager and explain the broad responsibilities for the timely maintenance of customer machine complaints, regular maintenance programs, safety of operations, and spare parts management. More specifically you discuss the need to ensure safe work practices, engage experienced technicians, work closely with the Brisbane repair team who have been maintaining the Sydney customers to date and who have details on spare parts.

You are very pleased with the high morale shown by the entire team and are pleased to be going to market with the MacVille brand. You also believe the company's decision to house the management and warehouse operations in one location will be a great advantage to the team.

The CEO has given you the freedom to set up processes that will encourage team initiatives and innovations.

MacVille Accounts Receivable Policy Purpose

The purpose of this policy and procedure is to define the accounting policies and procedures in respect of the recording, collection and reporting of moneys owed to MacVille.

This is an individual assessment. For the organisational change described in the case study provided, you are to communicate with and consult with your work team to manage the transition and establish a new work environment to meet an organisational need. You will be required to seek feedback and input from your team in relation to aspects of the transition, and to communicate with the rest of the organisation (a) the change that is to happen and (b) your willingness to adapt to the change.

Procedure

1. Review the case study and policy and procedure provided.

2. Present (in the format or medium as agreed with your assessor) the organisational change to your work team (this may be simulated by your assessor), presenting information to your work team in a way that:

a. builds trust and confidence with your team

b. is positive about the transition, convey flexibility and adaptability to change

c. at all times displays ethical behaviours.

Your presentation to your work team must include the following.

1. Describe the change, and outline the reasons and positive outcomes available to the work team.

a. This should include discussion of the global environment contributing to this change.

b. This should also outline the need for secrecy for another 24 hours, to give the Board time to release information about the change.

2. Allow for feedback and questioning about changes, and emphasise your availability to further discuss the changes.

3. Invite input about aspects of the change that have not yet been finalised, including specifically:

a. revisions recommended to the policy and procedures

b. take-up of new technologies to improve workflow

c. types of spaces (work and common) to be utilised in the new office space.

4. After you have gathered and collated this information you need to meet with the CEO (your assessor) and discuss the outcomes of your meeting with the team.

5. As part of this meeting you have been asked to prepare a short report to be forwarded to the Board that includes information under the following headings:

a. Summary: Summarise the change that is to occur.

b. Groups: Identify the needs of affected groups (both internal and external to the work team), and general concerns of the work team.

c. Risk management: Review the risk management approaches for this type of change, including the need for any adaptations to the standard operating procedures.