Answer

BSBLED801&802: ASSIGNMENT 1, TERM 1

Part A

Legislation refers to a law disseminated by a legislature or other governing body or the process of making the law (Carroll, 2012). Legislation is, therefore, a mandate that is set by an administering or governing body on a company, sector, an aspect of a network, or put upon citizens of a nation which has to be agreed to stay within the lawful boundaries of that particular nation, commercial network, company, or sector (Mahajan, 2016). A company’s department ensures that it work to keep in check those factors and things that affect the commercial network, industry, and company, and which are unsecured by territory legislation. At organization level, legislation connotes the goals that an organization is striving to realize in its attempts to warrant their survival in the industry. Worth noting is that guidelines along with sanctioning bodies and associations are different from one industry to another in terms of models, requirements, and operations. For this reason, a company operating within a given field out to take into consideration pertinent legislative as well as regulatory contexts for their industry.  

Mission – Mission describes what an organization should do now to realize its vision. It describes what a company does as well as for whom. Equally, it can also state the benefit(s) provided by a company. As such, mission characterizes what a company is and the reasons for its existence (Williams et al., 2015).

Values – define what an organization believes in as well as how people within the organization are anticipated to conducted themselves, with one another, with suppliers and customers, and with other shareholders and stakeholders (Mahajan, 2016). They provide a moral/ethical direction for an organization that guides decision making as well as establishes a standard for evaluating actions. They equally give a standard for workers to judge violations, and they may include accountability, integrity, transparency, justice, solidarity, democracy, and courage.

Purpose – Gives the reason(s) why an organization exists. It states why an organisation decides to exist, regardless of financial benefit.

Objectives – refer to particular measurable outcomes for an organization’s initiative’s targets or goals. A company’s objectives generally spell out how much of what the company will be realized by a given set time (Williams et al., 2015).  Organization’s objectives may include behavioural objectives, community-level objectives, and process objectives.

Plans – A company’s action plan comprehensively describes exactly how the company will implement its strategies to realize its already set objectives (Carroll, 2012).

Strategies – Describes how a company’s initiatives will attain its objectives (Williams et al., 2015). A company will generally have several of strategies that include people from all different sectors, community, and parts. Organization’s objectives include business strategy, transformational strategy, and operational strategy. 

Autocratic Leadership – This aggressive style of leadership is founded upon control. Since autocratic leaders employ militant-like style, they are usually not liked by their juniors (Megheirkouni, 2018). Autocratic leaders give commands and orders and expect quick execution of the orders, with minimal-to-no input or feedback from their juniors (Gandolfi & Stone, 2018; Schneider & Schröder, 2012).

Laissez-Faire Leadership – Allows people to do as they choose or will. The style of leadership refers to a doctrine that opposes governmental interruption in economic dealings beyond a certain minimum that is needed for the maintenance of property rights and peace (Sahawneh & Benuto, 2018; Rus, 2012).

Transformative Leadership – This leadership style has been shown to be the most effective style in the commercial world as an all-encompassing approach. The style motivates an organization’s employees to critically think and the leaders are usually inspiring. Transformative leaders often have big missions and visions, and they are motivating and charismatic (Rehman et al., 2018).

Transactional Leadership – Transactional leadership is among the most straightforward styles of leadership that largely focuses upon work, compensation, and processes that propel consistent outcomes (Salehzadeh, 2017; Klempin & Karp, 2018).

Participant Leadership Style – The participant and hand-on leadership style is collaborative in nature and employees’ input and opinions are taken into consideration during decision making processes (Krause, 2015).  

• Acknowledge the need for change as well as growth- One needs to recognise that their present constraints or limitations require certain decisions and actions.
• Explore background and contextual issues – Evaluate the present resources, situation, hurdles, primacies, and priorities.
• Prioritize on contextual issues depending on values – Choose what is crucial for you.
• State vivid results – Set SMART goals with result criteria.
• Create a plan – develop a functional plan that is comprising defined time allocation and activities.
• Carry out to the plan according to plan – Perform the prearranged actions or steps.
• Evaluate performance – Monitor development and progress towards the goals.
• Modify the plan – Evaluate, when the activities are running, based on criteria, measuring developments and progress, as well as making necessary adjustments.
• Appreciate progress, growth, or gains – Acknowledge progress and growth.
• Reward accomplishment – Encourage yourself for prospect successes; have fun your achievements with friends and family.

Data collection refers to the process of gathering and estimating information or data regarding a given topic or issue. Data collection techniques are tools that are employed to gather information or data about a topic of study. They include:

• Focus Groups
• Ethnographies and Oral History
• Documents and Records
• Questionnaires
• Surveys
• Observation
• Interview
• Case study
• Panel

Phillips and Stawarski (2008).

Environmental scanning is defined as possession as well as utilization of data or information regarding patterns, occasions, relationships, and trends within an organization’s external and internal environment (O’Connell & Zimmerman, 1979). Environmental scanning helps organizations’ managers to make decisions regarding their organizations’ future path (Kourteli, 2005). Scanning ought to identify the opportunities and threats that are existing within an organization’s environment (internal and/or external), which informs decisions made within an organization (Hearn & Heydinger, 1985). For instance, financial and political advancements along with associated changes in the coaching and transmission of social and medical consideration have lately pushed organizations’ administrators as well as professionals to acknowledge the importance along with links between basic leadership and critical thinking (Ashill & Jobber, 2014).

Emotional intelligence is the ability of an individual to see emotions as well as to correctly express them, to comprehend emotions, to employ the emotions to assist their thought process, and to control emotions for their individual emotional growth (Jain, 2018). Simply put, EI refers to the ability of an individual to effectively perceive, understand, express, and manage their emotions in a professional as well as effective manner at their work. The five categories f EI are empathy, social skills, motivation, self-regulation, and self-awareness (Oyewunmi, 2018). To work effectively in a team, there is a need that members’ moods and emotions are understood since the emotions directly affect the team process (Makkar & Basu, 2018). According to Baksh et al. (2014), to build an effective team, three conditions are essential: a sense of group identity, trust among team members, and a sense of group efficacy. This leads to the argument that a team should create emotionally intelligent standards and norms, behaviours and attitudes that often influence people’s habits, that back up conducts for building trust, group efficacy, and group identity (Zhang et al., 2018). The difference between mediocrity and success in working associations, particularly within a team environment, can be associated with the team members’ ability to master softer skills of their fellow team members’ skills, capabilities, and approaches based on EI (Druskat et al., 2013). As such, to promote progressive, positive, effective working atmosphere, team members should have a combination of technical skills and knowledge and well-developed EI, including empathy, self-awareness, social awareness, and be greatly encouraged and be able to motivate and inspire their colleagues. 

Organizational transformation is a term collectively referring to activities like reengineering, redefining, and redesigning business systems. It starts by first evaluating the current to the wished future. According to Franklin (2011), the stages of transformational transformation and management include:

Stage 1: Breaking up with the past – involves bringing in outsiders, breaking with your organizational/administrative heritage, and using facets of administrative heritage that assist the process of attaining the desired change.

 Stage 2: Management of the present – entails varying your leadership styles as deemed apt, exploiting practices from your own or other organizations, as well as reconfiguring, divesting, and integrating resources.  

Stage 3: Investing in the future – This stage entails empowering the organization, enabling the organization to take part in exploration of new business practices and ideas, and creating new paths.

Organization design refers to a well-ordered methodology that functions to identify  dysfunctional facets of an organization’s work flow, structure, systems, and procedures, realign them so that they fit the organization’s present commercial goals/realities and then develop plans for implementing the new changes (Klev & Levin, 2012). The aim of the process is to better an organization’s people and technical aspects. As an organization grows and challenges within its external environments become extra intricate, the organization’s business processes, systems, an structures become hurdles to customer service, its efficiency, employee morale, and monetary profitability (Nilakant & Ramnarayan, 2006). To minimize the effects of these hurdles or completely solve them, there are several techniques that can be employed by the organization’s management to help better the organization’s productivity, customer gratification, and quality of customer services. The many possible techniques that can be employed by an organization may include customer satisfaction, total quality management, team building, and/or reengineering.  

Part B

A company’s authoritative obligations (also referred to as corporate social responsibility (CSR)) refer to the company’s moral or ethical conducts when doing as well as marinating its commercial engagements (Crowther & Rayman-Bacchus, 2016). These responsibilities refer to organization’s corporate social performance, dependable and manageable mindful business. They include teamwork and relationship building, organizational skills and planning, technical competence, robust written and oral communication skills, adaptability, ability to provide operational and strategic leadership, ability to develop and motivate others, display of integrity and honesty, and technical shrewdness  (Dyck & Mulej, 2014; Peltonen, 2016; Wadhwani & Bucheli, 2013)

2.

To support and encourage organizational input into procedures and policy development processes communication and consultation should be effective. Effective communication and consultation are good because they ensure that an information is passed successfully across all levels and departments of an organization so that all employees are at par regarding procedures and policies. Additionally, effective communication and consultation help in minimizing errors associated with misunderstanding and misinterpretation among employees of an organization.

To support and encourage an organizational input into policy and procedure, there is need for careful listening among employees, employees to be informed about their fellows’ emotions and understand them well enough, empathy among employees, and management should also motivate their staff (Grossmann, 2012). Additionally, all members of an organization should be included in all decision making processes so that all of them can own and feel a sense of belonging to policies and procedures that are enacted (Burlacu, 2018)  Employees also need to ask questions, especially regarding this that are unclear and to these questions, there should be feedbacks (McIntosh et al., 2008). Feedbacks ensures that people are at par in as far as a process or initiative is concerned. Feedbacks also help one to feel honoured and respected in a team or group setting. Communication and consultations need to be succinct and clear enough to minimize chances of misinterpretation of messages.

There are various approaches to evaluation instrument and strategy design. In most cases, mentors, educators, managers, and other professionals resort to straightforward polls with the aim of getting criticism regarding the effects of their various initiatives. According to Kirkpatrick’s Model, there are four level assessment approaches (Kirkpatrick & Kirkpatrick, 2016). These are:

• Reaction
• Learning
• Behaviour

According to this approach, when assessing a strategy and an instrument, one should begin by looking for reactions from other people. From the reactions, one gets to know what various people say concerning their taken strategy and instrument (McArdle, 2015). Through the reactions, an individual gets to learn what is lacking, what needs to be modified, and strengths and weaknesses of the strategy and instrument, among other things (Carliner, 2015). The learning, therefore, influences the individual’s behavour, whether the strategy and instrument is modified, maintained, and rejected. With proper amendments on the strategy and instrument, results are expected. From the results, one is also able to know the SWOT of the strategy and instrument. 

Organizational learning strategy design and development (OLSDD) is the creation of capabilities by an organization according to the tastes and preferences that are cherished by customers, scarcely imitable (Menolli et al., 2017). As such, OLSDD functions to give a company a better competitive advantage over other companies within the same industry (Hoffmann, 2012). Nonetheless, the tiered OLSDD is a hard concept since it is difficult to identify loopholes within an organization’s structure. 

The desire within an organization to end up with a continuous improvement process that are associated with the organization’s learning strategy has not been achieved. While some organizations try to clasp the need, just a few, according to Menolli et al. (2017), have actually instituted techniques that have the capability of executing as well as looking after the companies. This manner, one must get acquitted and familiar with the notion that continuous improvement processes that are associated with learning strategy are advancement as well as a thoughtful executable procedures along with a suitably unceasing organizational culture and environment (Sekliuckiene et al., 2018). In a perfect business world, bettering the relationship within an organization warrants expansion of the organization’s productivity and viability and in this way gives the organization an enhanced competitive advantage (Brandi & Christensen, 2018). Studies have indicated that none has the ability or capability of embracing improvement process within an organization. As such, they can only create as well as bolster circumstances wherein all employees are motivated to add to.

Undoubtedly, the word is change is among those words that often generate uneasiness in most people. Nonetheless, successful companies understand that whenever they are doing things in a similar manner with poor outcomes, embracing organizational change can be needful. The implementation processes of such changes include the following stages as suggested by Chreim et al. (2012):

1. Management support for organizational change

When workers within an organization see their organization’s management backing up a change process, they develop trust and confidence in the process. Thus, there is a need for an organization’s management to support change processes and demonstrate that support whenever they interacting and communicating with staff (Puvanasvaran et al., 2010).

1. Case for Change

A reason for change can spring from various sources: a result of data gathered regarding defect rates, employee gratification survey, customer gratification survey, business goals, customer comment forms/cards, and other issues related to strategic planning sessions or budget pressures (Bhaskar, 2018). Data from these sources can be used in the best way for purposes of identifying and justifying the need for improvement through change processes/initiatives. 

1. Employee Involvement

During a change process, a company should involve all their employees at all levels of the change regardless of whether the change is small or big. An organization’s management should communicate and explain to their employees the reason for change and the possible effects of the change on the employees’ jobs (Puvanasvaran et al., 2010). This is because employees are more close to the change process than an organization’s management.

• Communicating the Change

An organization should ensure that their communication is systematic and structured. When communication is poor, rumors will begin among employees and this may lead to resistance to organizational change (Bhaskar, 2018). Chreim et al. (2012) state that being communication can help reduce resistance and make workers feel a sense of belonging to the change process.

1. Implementation

A timeline ought to be made for employment and changes ought to be made in a systematic manner according to their effects upon the change process and workers who manage that change process (Chreim et al., 2012). An operational timeline, as Bhaskar (2018) notes, will allow for training, supplies, or all new equipment to happen before fully employed. Frustration is likely to ensue if implementation is done without a systematic and logical order.

1. Follow-up.

After a change has been employed, there is a need for follow up to assess how the change is functioning and if the transformation produced the outcome that were desired (Puvanasvaran et al., 2010).

1. Removing Barriers

Sometimes workers face hurdles when a change process is on-going. It is the obligation of the organization’s management to make sure that workers are able to implement changes without resistance and obstacles, and this is possible if the management removes the barriers. 

• Celebrate

An organization should celebrate successes realized as a result of a change process. This should include all employees within an organization.

There are various locations, types, and sources of pertinent organizational documentation. These include requirement documents, functional specification documents, software and hardware functional documents, training, operations, or user documents, test plan documents, standard operating procedures (SOP) documents, and quality assurance documents. Other documents can be general literature, articles, and journals.  

There are several organizational assessment strategies. They include:

1. Program observing and audit – This entails collecting information and data for purposes of screening and surveying what is happening within a program.
2. Program evaluation – This strategy involve assessing the program. Examples of this strategy are the Communities for Children program and the Home and Community Care (HACC) Program, Community Services Grants Program (CSGP), and Families First Program (FFP).
3. Specialist organization, organization, or administration occasional evaluation
4. Organizationally organized limit assessment – Involves assessment of the limit of an organization’s system of management within a particular area with the aim of sufficiently addressing network issues.
5. Customer focused evaluation – Involves assessing the exchange between an organization and its individual clients.  
6. Network focused evaluation – Assessing the work within an organization’s network.
7. Strategy evaluation – Assessing an organization’s hierarchical or open approach.

According to organizational learning (OL) theory, for an organization to be competitive within a changing atmosphere, it must change their actions and goals to reach those objectives (Chung et al., 2019). For a learning to happen, nevertheless, the company to must make careful decisions to change undertakings in reaction to a given change within circumstances.  OL entails creating, maintaining, and conveying knowledge within a company. A company improves with time if it gains experience, implying that when anticipated outcomes differ from real outcome, an organization or individual will engage in inquiry with the intention of understanding, and if need be, solve this discrepancy. According to Nichols (2006) that this interaction often continues beyond defined organizational procedures and rules. Read et al. (2012) approach to OL theory is founded upon the understanding of two modes of operation.

Espoused theory – This refers to dignified part of the company. Every single company will tend to have different instructions concerning the way workers ought to carry out themselves with the aim of carrying out their responsibilities or jobs (Curado, 2006). These instructions are usually narrow and specific in focus.

Theory-in-use – This connotes the way things are done within an organization. People will scarcely follow the espoused theory and will depend upon brainstorming and interaction to solve and resolve a challenge (Murray & Chapman, 2003). The learning process of an organization involves three stages: data acquisition, interpretation of data, and adaptation or action stage.

Complying with quality management requirements is a hard task, regardless of whether resources are sufficient. This is because these quality management requirements take substantial amount of resources and time to manage. Nonetheless, the good news is that that successful management of an organization’s quality using scarce resources is possible when the right tools and strategies are employed. Chung et al. (2019) suggests that to attain a compliance with certain quality standards, the following steps can be employed.

1. Define the actual quality requirements – For every business process, there is a need to define what are actually required to achieve the goals of the process. This step involves reducing the number of actions that are needed to get the desired process successfully accomplished. 
2. Keep it simple – An organization should keep its business processes as simple as possible. This is achieved by critically evaluating the organization’s business processes, removing unnecessary meetings, consolidating approval steps, minimizing the number of processes’ approvers, and focusing on the ultimate goal of the process.
3. Document everything – All business processes should be documented as well as have stakeholder review and each step should be approved to ensure expectations are well set and that all stakeholders are on the same page. 
4. Check for understanding – Make sure that each business process is comprehended by all that are involved in the process since this is crucial to realizing quality results.
5. Define KPIs (key performance Indicators) – There is a need for a critical examination of each business process to determine their ultimate goal, the needed inputs, as well as the anticipated outcomes. Drivers for each process needs to be documented to help in the examination of measures later.
6. Measure outcomes – Consistently measure the KPIs for each and every single business process since understanding the outcomes of a business process in a timely manner permits for links to be created.
7. Assign accountability – Hold accountable process owners through goals as well as consistent, periodic review of the KPIs. Process owners will be more encouraged to make sure the process is successful if they are assessed and eventually rewarded based upon their work’s success.
8. Simplify and then automate – Automate the high intricate and high volume business processes with appropriate tools and software. The more a process is the more it is susceptible to errors.
9. Leverage the team – Spread out work by engaging processes owners and letting the owners to lead their processes. Leveraging can be realized through diversifying, automating tools, and involving people.
10. Assess the development opportunities – There is a need for a process that routinely evaluates applicable quality standards with the goal of looking for changes as well as identifying opportunities for development.

To support and encourage an organizational input into policy and procedure, there is need for careful listening among employees, employees to be informed about their fellows’ emotions and understand them well enough, empathy among employees, and management should also motivate their staff (Grossmann, 2012). Additionally, all members of an organization should be included in all decision making processes so that all of them can own and feel a sense of belonging to policies and procedures that are enacted (Burlacu, 2018)  Employees also need to ask questions, especially regarding this that are unclear and to these questions, there should be feedbacks (McIntosh et al., 2008). Feedbacks ensures that people are at par in as far as a process or initiative is concerned. Feedbacks also help one to feel honoured and respected in a team or group setting. Communication and consultations need to be succinct and clear enough to minimize chances of misinterpretation of messages. According to this approach, when assessing a strategy and an instrument, one should begin by looking for reactions from other people. From the reactions, one gets to know what various people say concerning their taken strategy and instrument (McArdle, 2015). Through the reactions, an individual gets to learn what is lacking, what needs to be modified, and strengths and weaknesses of the strategy and instrument, among other things (Carliner, 2015).

1. The vocational education and training (VET) Quality Framework comprises:

• the Standards for Registered Training Organizations (RTOs) 2015
• the Fit and Proper Person Requirements
• the Financial Viability Risk Assessment Requirements
• the Data Provision Requirements
• the Australian Qualifications Framework.

1. Tertiary Education Quality and Standards Agency (TEQSA)

Legislations, codes of practice, and national standards function by driving the advancement of national methodology with the intention of improving job security and welfare and employees pay for causes of actions across Australia. They neither direct not uphold work and health safety (WHS) enhancement. As an employer or an entrepreneur, one needs to meet the WHS prerequisites that are spelt by way of guidelines and demonstrations within the employers’ domain or state. Failure to meet the WHS dictates can attract punishments from Australia’s WHS enforcing authorities. Additionally, the legislation, codes of practice and national standards generally give a review of how companies, employers and entrepreneurs can make their working atmospheres solid as well as safeguarded. They depict a company’s lawful obligations and responsibilities since they require every single business to attain them. Additionally, the give licenses that every organization needs for its explicit and uninterrupted businesses processes. Companies need, therefore, to keep their records and they must prepare reports regarding their performance. Every aspect of organization’s business dealings are monitored by the controlling authorities along with security laws.

Organizations employ various strategies to support their organizational OL strategies. Some encourage their employees to study open distance learning option, take online courses, or even do online projects, go to seminars, meetings, and conventions frequently since in such gatherings, new ideas, technologies, and inventions are developed (Murray & Chapman, 2003). To support this, companies should provide finances to facilitate their staff towards such engagements since knowledge gained by an employee will ultimately affect the organization positively. Moreover, other companies assign their employees specific projects, through which the employees get to better their individual skills and knowledge. Companies can as well train their clients on how to create their individual learning goals and how they can be focused on the goals, sensitize them regarding and help them develop personal development plans, help or motivate them to identify their individual strengths, weaknesses, opportunities, and threats, and  also make them understand the benefits of a learning strategy (Nichols, 2006).