Contribute to organisation development

Description

The presentation topics are on task 1.7, 2.3 and 2.4

I need to prepare PowerPoint slides of 8-10 and word documents of other associated files.

I really have no idea how many pages I will need or what.

Please read it through and let me know if it is available to work out

Thank you.

Submit Task 1
You submit the required documents and evidence as set down in the project task checklist here.
The project must be submitted into ELearn following College submission procedures including location and naming conventions.
The Assessor will read and confirm that your Task 1 information is sufficient to go ahead and move to Task 2.
This is feedback and the final marking of Task 1.

 
 
 
Observation Check Sheets
We have provided the Observation Check Sheets for you to prepare for your role play and assessment with the Assessor. Remember, you will not be able to use these during the sessions. However, we recommend you use this as a planning tool so that you are fully prepared for the observations.
Note that you must demonstrate all the criteria listed in the following Observation Check Sheets to be deemed satisfactory.
Observation Check Sheet 1 – Meeting with CEO
Performance requirements:
1. Introduction
• introduces own self
• is friendly and enthusiastic
• explains the format for the session
2. Body
2.1 Overviews current situation:
• provides data and information on strategic direction
• provides data and information on latest business results
• provides data and information on results of survey
• invites questions on current situation
• notes input
2.2 Discusses draft Organisational Development Plan:
• presents strategies and shows how they each address data and information received
• seeks input on plan particularly the roles that employees can take in the implementation of the plan
• discusses roles to ensure that they are appropriate for the organisation
• seeks confirmation of plan
3. Conclusion
• provides an accurate overview of the session
• links to the Introduction and Body
• ends with a closing statement that is thought provoking
• thanks audience and introduces the next step
• session is completed within 20 minutes
4. Throughout the body:
4.1 Non-verbal: (if medium used is audio/visual)
• does not stare at a single spot in the audience
• maintains eye contact focusing long enough to complete a phrase
• uses appropriate facial expressions
• posture is appropriate
• gestures fit message
• nods the head to confirm understanding and attention
• avoids fidgeting, rather conscious of body language
• when not gesturing, hands sit quietly at the sides of the body
• appears relaxed
• does not slump but balanced showing engagement with audience
4.2 Verbal:
• language is clear, vivid and emphatic
• language is simple and avoids jargon
• delivers speech enthusiastically with vocal expressiveness and fluency
• has good pronunciation for clarity
• volume is audible
• tone is pleasant
• pace is at the right speed to achieve clarity
• does not use filled pauses (e.g. ‘er’, ‘erm’, ‘uh’, ‘um’)
• level of formality shows respect to both parties
• charismatic by injecting a level of honesty, humour and openness
• adjusts pace, volume and facial expressions to create different emotions
• adjusts language to assist understanding
• does not interrupt when others are talking
4.3 Questioning:
• seeks input if stakeholders are withdrawn using direct open questioning
• seeks input if participants are withdrawn through direct open questioning
• uses pauses correctly to allow time for thought
(e.g.; a two second pause after a question)
• adjusts delivery accordingly to ensure audience understanding based on the non-verbal signs of the audience
4.4 Develops positive workplace relationships:
• validates the views of stakeholders by acknowledging differences of opinion
• identifies common ground in their views
• where there are differences seeks input for generating options
• keeps focussed on achieving solutions
• where differences remain, seeks compromise
• attempts to seek resolutions for outstanding disagreements
• confirms any agreements
• processes emotions of self so stays calm and delivers a controlled response
• processes emotions of others by feeding back to them what is happening in terms of process e.g. “we seem to be more focussed on finding fault rather than searching for positives”
Observation Check Sheet 2: Training on a problem-solving approach
Performance requirements:
1. Introduction
• introduces own self
• is friendly and enthusiastic
• explains the format for the session
2. Body
2.1 Overviews problem solving approach:
• invites views on how they problem solve
• asks what the merits are with their current approaches and limitations
• overviews the matrix for problems solving
• explains its benefits
• seeks feedback
2.2 Uses problem solving approach:
• presents case study
• demonstrates how to use
• gets stakeholder to use approach using the case study information
• seeks input and answers questions
3. Conclusion
• provides an accurate overview of the session
• links to the Introduction and Body
• asks for feedback on problem solving approach
• thanks audience and introduces the next step
• session is completed within 20 minutes
4. Throughout the body:
4.1 Non-verbal: (if using audio/visual medium)
• maintains eye contact focusing long enough to complete a phrase
• uses appropriate facial expressions
• posture is appropriate
• gestures fit message
• nods the head to confirm understanding and attention
• avoids fidgeting, rather conscious of body language
• when not gesturing, hands sit quietly at the sides of the body
• appears relaxed
• does not slump but balanced showing engagement with audience
4.2 Verbal:
• language is clear, vivid and emphatic
• language is simple and avoids jargon
• delivers speech enthusiastically with vocal expressiveness and fluency
• has good pronunciation for clarity
• volume is audible
• tone is pleasant
• pace is at the right speed to achieve clarity
• does not use filled pauses (e.g. ‘er’, ‘erm’, ‘uh’, ‘um’)
• level of formality shows respect to both parties
• charismatic by injecting a level of honesty, humour and openness
• adjusts pace, volume and facial expressions to create different emotions
• adjusts language to assist understanding
• does not interrupt when others are talking
4.3 Questioning:
• seeks input if stakeholders are withdrawn using direct open questioning
• seeks input if participants are withdrawn through direct open questioning
• uses pauses correctly to allow time for thought
(e.g.; a two second pause after a question)
• adjusts delivery accordingly to ensure audience understanding based on the non-verbal signs of the audience
4.4 Develops positive workplace relationships:
• validates the views of stakeholders by acknowledging differences of opinion
• identifies common ground in their views
• where there are differences seeks input for generating options
• keeps focussed on achieving solutions
• where differences remain, seeks compromise
• attempts to seek resolutions for outstanding disagreements
• confirms any agreements
• processes emotions of self so stays calm and delivers a controlled response

 
Observation Check Sheet 3: Facilitating conflict
Performance Requirements:

1. Introduction
1.1. Welcomes participants:
• welcomes with a friendly and positive approach
• introduces own self
1.2. Facilitates the format of the session:
• summarise the purpose of the session in a clear and concise manner
• facilitates shared understandings such as one speaks at a time, no interrupting, no name calling, equal time to express views etc.
• seeks confirmation of this process
2. Body
2.1. Facilitates articulation of the problem:
• invites stakeholder to express views
• reminds of shared understandings (if relevant)
• asks how the other party ‘sees the situation’
2.2. Facilitates how to resolve differences:
• invites stakeholder to brainstorm solutions
• facilitates this brainstorming activity
2.3. Throughout the Body:
• language is clear and understandable
• does not jump to conclusions and attempts to elicit al facts
• looks for common ground
• identifies issues emerging, summarises and seeks feedback
• the student’s questions are open ended that assist in uncovering views
• the student listens and does not interrupt
• the student paraphrases to ensure they have the correct understanding to issues raised
• the student adjusts their style to meet the needs of the participant
• the student develops a level of confidence and trust
3. Conclusion
• overviews what has been covered
• provides an insight into the next steps
• finishes the session in 20 minutes

Appendix C: Documents that will be used to do the assessment
We have provided all the documents that you need to complete the project in this appendix. They are also in a folder in ELearn.
Strategic Plan for Stay Connected (used in Task 1.1)
Background:
1. Overview
The CEO over the years has become increasingly concerned of the plight of many elderly in staying in touch with family and friends. He believes that more and more elderly Australians are becoming disengaged from the community at a time when it is critical for their wellbeing to stay connected.
2. Vision
To enrich the lives of the elderly through being an active member of the community.
3. Mission:
To give the elderly access to social media platforms so that they can stay connected.
4. Values:
• enrichment of staff and clients
• create self-growth
• develop one’s relationships
• support diversity
• care for the vulnerable.
Current Situation
1. Market forces
Political
• The structure of the market consists of three approaches to servicing the needs of the elderly and each carries a level of control and funding from Government; residential aged care, community based care and retirement villages.
• Residential aged care is controlled by the Commonwealth and providers must be registered whereas community based care is under the control of all three levels of government and retirement villages are commercial operations privately run.
• Government pension is the main source of income with 2.5 million receiving a partial age pension representing 70% of older people.
Economic
• Economic growth rate is positive and Reserve Bank suggest this figure will continue in line with global expectations.
• Australians are carrying significant household debt.
• Stagnation in wage rises.
• Interest rates at a record low though predictions are suggestion the rates will rise.
• There has been a decrease in outright ownership amongst those over 65, from 35% to 31% .
Sociological
• The population is ageing in Australia and in 2017 there were 3.8 million over the age of 65 and this will rise to 3.5 million in 2027.
• Though the level of ability and use of technology is on the rise 43% over 65 year access social media and this figure becomes significantly less as the age rises.
• Non users of technology are likely to be out of employment, have no tertiary education, have lower income, liver in regional areas and single, widowed and not married.
• Reasons for individual not having access to the internet ranged from “no need and not interested” (69%), “too complicated” (15%) and “don’t have a computer at home” (9%).
• There is significant wellbeing associated with loneliness.
• 50% of older people had some degree of disability, but 75% reported that.

Technology
• Increase access to technology through the roll out of the National Broadband Network.
• Decrease in cost of purchasing hardware and internet services.
• Increase in take up of technology within the population.

Competition
• Commercial operators provide either deliver external workshops with some providers offering individual visits at a fee and both are supported with online help.
Suppliers
• TelCo’s provide hardware and software on a commercial basis, though Telstra does offer free external programs on how to use technology.
• Management of facilities/institutions provide recreational services to residents.

2. Strengths and weaknesses of Stay Connected
Strengths:
• CEO driven by passion and motivated to succeed.
• Access to assets.
Weaknesses
• Limited proven ability with managing a business.
• No established organisation with documented systems and processes.
• No strategic alliances with government agencies or private operators.

3. Opportunities and threats
Opportunities:
• Aging population.
• Increasing awareness by politicians of the needs to improve services for the elderly due to current problems being experienced by residents.
• Government currently fund operations of many of the services to the elderly.
• Roll out of the national disability insurance scheme will provide funding opportunities for supporting the elderly
• Cost and access to technology is becoming more advantageous.
• Limited providers offering support with technology to the elderly.
• Management of the facilities may be interested in a strategic partnership with Stay Connected due its commitment to helping the elderly and their business model particularly using role models to the elderly.
Threats:
• Increasing numbers of elderly accessing technology.
• Those that aren’t using technology may have strong attitudes that could be difficult to shift.
• Many elderly cannot afford hardware and internet access.
• Stay Connected doesn’t have a proven track record with operating a business which will make it more challenging to influence government for funding or alliances with other Telco’s or Managers of facilities
• No systems and processes in place which will not be attractive to stakeholders including new recruits.

Objective:
For the period of 2018 through to 2021, Stay Connected will provide elderly members of the community with easy, affordable access to the internet and social media through the supply of devices and support.

Strategies Rationale Timeframes Roles Performance indicators
Search for business partner the initial success of the organisation is to secure alliances with key stakeholders such as TelCo’s and Managers of Govt agencies and retirement villages. This pursuit will be strengthened if a recognisable business executive was appointed in the structures of Stay Connected July 2018 to September 2018 CEO and Consultant • high profile business partner identified
• high profile partner becomes a key partner in structure of the organisation
Undertake preliminary primary research with key stakeholders in retirement villages the research suggests that this market contains the most attractiveness however there needs to be research specifically on the needs and desires of the this stakeholder group July 2018 to September 2018 CEO and Consultant • contact and have meetings with two retirement village managers
• in meeting identified level of interest with supporting the initiative
• post meeting achieved signed contract giving details of the alliance with Stay Connected
Undertake preliminary primary research with key stakeholders if Government agencies a more challenging market in terms of negotiating with bureaucracy but again essential to understand the issues that are at play and that will be required to navigate July 2018 to September 2018 CEO and Consultant • contact and have meetings with one manger from a government agency
• in meeting identified level of interest with supporting the initiative
• post meeting achieved a letter giving approval in principle for supporting the initiative
Undertake preliminary research with TelCo assess the level of interest in forming a strategic alliance in the supply and support of devices July 2018 to September 2018 CEO and Consultant • contact and have meetings with one manger from a Telecommunications Company
• in meeting identified level of interest with supporting the initiative
• post meeting developed proposal and submitted to TelCo
• post meeting achieved signed contract where they will supply devices and plans at a reduced price and will promote Stay Connected in their marketing campaigns
To provide devices and support to retirement villages this would be the first priority as it is:
• an accessible group
• with decision making in the control of the individual as well as management of the villages who will have more freedom to respond to the initiative
• the target audience have strong disposable income and can afford purchase
• however many already have access to devices and social media so the market is smaller than the other segments but could be a cash cow early in the timeframe Sept 2018 through to 2021 CEO,
role models • A minimum of 5 Villages with a strategic alliance with Stay Connected by end of December 2018 with a growth of 1 new alliance for each subsequent month
• each alliance results in sales of 30 devices and 25 support plans

To provide devices and support to aged care this group is second in the priority table in that:
• relatively easy access to individuals
• however will require approval from government agencies
• will contain a higher proportion of non-users of technology
• but these individuals may not have the funds to afford this initiative
• will require subsidizing through a funding arrangement with government agencies March 2019 through to 2021 CEO,
role models • achieve a contract with one local government agency to provide devices and support to individuals
• achieve a new contract with other local government agencies every six months
• contract has a value of 200 devices and support programs
To provide devices and support to community based care this is group contains attributes that are more challenging in achieving objectives:
• access will require approval through government agencies
• many member won’t have the funds
• expensive to provide one on one services to individual target audience
• due to the expense will require government subsidies through funding arrangements September 2019 through to 2021 CEO,
role models • achieve a contract with one local government agency to provide devices and support to individuals
• achieve a new contract with other local government agencies every six months
• contract has a value of 100 devices and support programs
To provide devices and support to the disabled given the vision is to enrich the lives of the elderly, then it would be within this vision not to discriminate based on age but offer the initiative to other members of the community such as those who are disabled:
• may not have access to technology depending on the nature of the disability
• ease of entry may be facilited by the roll out of the NDIS January 2020 to 2022 CEO and role models achieve a contract with NDIS to supply devices and support programs

To provide devices and support to other disadvantaged members of the community as above as resources increase within Stay Connected, then extend the vision to other disadvantaged groups such as women in refuge centres, residents of public housing
• though market would be substantial in size
• will require government agency approval for access
• due to economic circumstances of the individuals, will require government funding January 2021 to 2022 CEO and role models achieve a contract with government agency to supply devices and support programs for public housing residents

Results of Readiness Survey (used in task 1.4)

Template for Organisational Development Plan (used in task 1.5)

Objectives:

Strategies Actions roles Timelines
undertaking a situation analysis Have employee’s problem solve in a workshop where they identify where the organisation is at and what are its challenges and then together develop options for addressing the challenges

 
Communication Plan Template (used in Task 1.6)

Management Community Officers Administrative/support staff
Outcomes

Key Message

Channel

Responsibility

Frequency

Communication Templates (used in Task 2.1)

agenda
Called by:
Attendees:
Time:
Date:
Duration:
Location:
Purpose:
Time Agenda Item Presenter

meeting minutes
Title:
Date:
Time:
Attendees:
Apologies:

Agenda item
time allowed for agenda item
Discussion
Decisions made

Agenda item
time allowed for agenda item
Discussion
Decisions made

Matters Arising from Previous Meeting:
Other Business:
Date / Time Meeting Finished:
Date of Next Meeting:

Issues Register
Number Issue Action Taken Date Implemented Role Results
001

problem solving matrix
factors Weightings for factors
0-10
Based on impact of that factor to the organisation, with 1 being not that significant
and 10 being extreme Rating of option 1 against factors
0-10
with 1 being less in intensity and 10 being significant
score of option 1 Rating of option 2 against factors
0-10
with 1 being less in intensity and 10 being significant
score of option 2
1

2

3

4

5

total score

 
Training Plan Template (used in Task 2.2)
Section Topics to be covered Timeframe
Introduction what are your experiences? (this is where you invite participants to tell you their experiences for example with problem solving, what was good about these and what could be improved?)
• minutes
why this session is being run: (here you explain how this problem-solving approach that you will use will benefit them)
• minutes
what this session will achieve:
• minutes
Body break the session into learning topics:
topic 1 –
minutes
topic 2 –
minutes
topic 3 –
minutes
topic 4 –
minutes
topic 5 –
minutes
Conclusion summarise what has been covered:
minutes
explain the next steps:
minutes

Results of July Survey (used in Task 3.2)

 
Cost Benefit Analysis Template (used in Task 3.4)

Cost and Benefit Analysis for Organisational Development Plan from Task 1.5:
Cost and Benefit Analysis with monetary values assigned for the implementation of the original Organisational Development Plan from January – July:
Current Costs (January to June) Calculation workings Monetary value
cost of the recruitment of a consultant 100 hours @100 $10,000
training of the staff on technical skills 100 hours @$120 $12,000
training of the staff on people skills 50 hours @90 $4,500
total costs $26,500

Benefits Calculation workings Monetary value
staff develop technical skills that give them the ability to operate hardware and software 10% reduction of customer service complaints results in:
• no time lost in follow up with staff and customer 1 hour for each complaint with current complaints of 20 per month @$30
• $3,600
increased morale from staff as they feel valued with the opportunities available and the higher profile in the community 10% decrease in staff turnover 4staff@$2,000 for recruitment, induction and training and getting up to work speed $4000
total benefits $7,600
Payback time can be calculated as {Total Costs / Total Revenue}, that is: $26,500/ $7,600 = 3.5 years
Cost and Benefit Analysis for one of the proposed additions to the Organisational Development Plan from July to December:

Opportunities Costs (July to December) Calculation workings Monetary value

Benefits with opportunities Calculation workings Monetary value