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Explanation of HACCP Plan Assignment Help

Explanation of HACCP Plan

HACCP is a analytical system of defining the hazards and control point through which it can be defined the process of the maintenance control of hazardous foods those are at potential critical points of control for the preparation of food and processing. Generally it is a plan that ensures the quality of food so that the consumers of these foods are safe from getting sick. A process that controls any possible hazard with analysis and control is one of the critical points that could affect the health of the consumers in food processing. In HACCP plan the most crucial part is critical control point. It is a step that controls the limit of food quality. This step determines the highest and the lowest value of biological, chemical or physical parameter that might cause hazard in the safety of potential food. This plan explains the complete safety process of food considering the health issue of its consumers. This plan is required to provide highly classified service for potential food hazard. These plans need to be approved after submitting to the department of health before starting the food service. This is a plan usually organisations who provide food product or create foods for sale needs to create this plan and approve this from the department of health before serving the food to the consumers. The health issues of the consumers are always precious for any business organisation because it may cause the organisation being shut.

Necessity of HACCP Plan

HACCP is a management system for food safety. This plan is recognized internationally as a system for diminishing the threat of safety hazard in any potential food that includes the analysis as well as control of different hazards create form the production of raw materials, handling the food, procurement etc. It also spans the area of food distributions, manufacturing as well as consumption of the food product those finished manufacturing process. Authoritarian agencies are occupied with HACCP that also conclude the USDA, FDA, along with numerous agencies of state. International business organizations are also sponsoring HACCP, as example Codex as well as ISO. At the same time as HACCP is proposed to decrease the risk of hazardous food products, which could also gain the advantage of guiding to enhanced quality of food product.

Initial steps in mounting a plan of HACCP are:

  • Congregate the team for HACCP, which might include a person in the team who have completed the HACCP-training.
  • Portray the food as well as the method of the production along with the distribution of that potential food product.
  • Build up and authenticate the diagram of process flow
  • Determine if the products could be parted in group by using the categories of procedure or not.

For a lucrative program of HACCP for being properly put into practice, the management might be entrusted to the approach of HACCP. This also largely depends on the verification activities of regularly schedule. The plan of HACCP might be rationalized and amended as required. An essential feature of preserving the system of HACCP for assuring the involved individuals are by the book qualified so they can comprehend their responsibility and could efficiently carry out their farm duties.

Legislation and Regulations for the food safety plan

Food safety laws and regulations: The Food Act 1984

The authoritarian and legislative apparatus to make certain food safety that includes the rules below:

  • The Food Act 1984 is one of the vital legislation that manages the selling of food in any business organization
  • Regional councils as well as the Division of the Act of Services administer of Health & Human. Underneath the Act, the owners of food business are responsible with authorization for making that food sold certain to consumers is safe as well as proper to eat.
  • The rationale of this Act is for ensuring that sale of the food for both safe as well as proper for human ingestion.
  • It set out the offences for contravene of the laws of food as well as the applicable punishment and resistance.
  • The process in the course of which the code of Food Standards in Australia is functional as law
  • Ascertaining food assertion system of categorization as well as the powers enforcement, consist of emergency powers as there are threats that is instantaneous to the health of public
  • Ascertaining the means in the course of the register of urban council of food commerce as distinct by this Act.

Outline the procedures to take for handling, storing, preparing, cooking and serving food for public

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The process of providing the information to new employees

There are many ways to provide information to the employees who are working in any organisation. First of all, the employees need to be informed about any new change as well as the regulations. There could be many ways to inform the employees about any information. Official meeting, employee training, notice board, regulation leaflet, instructions from seniors etc. the voice through which the organisation can spread the news or the new information to their new employees. Considering the other ways of providing information employee training is the most efficient method.

Information for the new employees

According to the HACCP plan, new employees should acknowledge the related information about handling food, hygiene issue, preparing food, washing dishes, serving manner, following rules, food safety regulation, cooking, washing hands etc. issues. The employees should be informed about all this issues related to food safety to avoid hazard and any critical situation for any particular food product. Following these the plan of HACCP can be handled successfully. All the information is needed to be informed to the new employees to make the fact sure to that they know their duty very well about what to do and what not to do.

References

  1. Basics for Handling Food Safely. (2018). Retrieved from https://www.fsis.usda.gov/wps/portal/fsis/topics/food-safety-education/get-answers/food-safety-fact-sheets/safe-food-handling/basics-for-handling-food-safely/ct_index
  2. Brand, S. (2018). The Importance of an HACCP Plan for Food Manufacturers. Retrieved from https://www.cmtc.com/blog/importance-of-haccp-plan-for-food-manufacturers
  3. HACCP Principles & Application Guidelines. (2018). Retrieved from https://www.fda.gov/Food/GuidanceRegulation/HACCP/ucm2006801.htm
  4. Regulations and standards in food safety | Rentokil. (2018). Retrieved from https://www.rentokil.com/food-safety/regulations-standards/
  5. Safe Food Handling. (2018). Retrieved from http://www.education.vic.gov.au/school/principals/spag/governance/Pages/foodhandling.aspx
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Porter’s Five Forces analysis Of Cleveland Clinic

Porter’s Five Forces analysis Of Cleveland Clinic

PORTER’S FIVE FORCES MODEL:

One of the most popular and widely used tool for analyzing the competition of a business, its rivalry and the hostile environment around business is Porter’s five forces model. In this model, there are five key factors that are considered while analyzing a business’s strengths, weaknesses and the competition revolving around the business. These five forces are:

  1. Bargaining Power of suppliers
  2. Bargaining power of buyers
  3. Threat of New Entrants
  4. Threat of Substitutes
  5. Current Rivalry

Image result for porters five forces model

THE CLEVELAND CLINIC CASE STUDY

Cleveland Clinic was one of the nation’s first multi-specialty clinic which was founded in 1921 by 4 physician with an aim to provide outstanding patient care and show compassion and innovation. In this case the long operational facts from 1921 to 2015 are showcased. Cleveland Clinic is a pioneer in the health and care industry. It has expanded its operation to give service to a variety of regions. It also expanded its operation to some other countries such as Abu Dhabi, Canada etc. After interpreting the activities of Cleveland Clinic, we will analyze it using the porters five forces model to identify its potential threats and competitions.

Cleveland Clinic’s Porters five forces model Analysis is illustrated below:

  1. Bargaining Power of suppliers: The bargaining Power of Cleveland Clinic suppliers is moderate. Among the main factors in the suppliers, we can consider the physicians and all the medical equipment as the supply for Cleveland Clinic. And in this case we have seen that Cleveland Clinic has implemented its own Information technology system. Cleveland Clinic has also set up medical education facilities in conglomerate with Ohio University’s Heritage College of Osteopathic medicine in 2015. In October 2004 Cleveland Clinic also opened the nation’s first medical school in 25 years, Cleveland Clinic Lerner College of Medicine, which was a huge initiative taken by the Clinic. Cleveland Clinic was pioneering at the time and IBM’s Watson computer was being educated in the medicine Lerner College. As Cleveland Clinic is largely sophisticated Medicare system, High levels of competition exists among the suppliers, thus they reduce price and it is a positive for Cleveland clinic. There are a large number of suppliers that supply product to Cleveland so it is easier for Cleveland to switch suppliers. As Cleveland buys its supplies in great volume so it reduces the bargaining power of suppliers.

  2. Bargaining Power of Consumers: The Bargaining power of the consumer is Low as Cleveland Clinic has competitive edge over Customers. The primary Consumer of Cleveland’s Service are the Patients. Cleveland Clinic provides 45% care to its counrty and 25% in the broader Ohio region. Cleveland has diversified its facilities, and created institutes too support the treatment of various patients. Dr. Cosgrove’s central message was “Patients First”; which means that Cleveland employees and physicians work relentlessly to focus on measurable quality. Range of specialties grew through clinical expansions. It started with 13 physicians in 1921 but now it had many diversified institutes comprising of thousands of physicians and nurses. Cleveland also developed state of the art technology to acquire information from patients and used own formula to track patient data. Some of the initiatives were MyCare Online, DrConnect, MyConsult, MyChart, My Practice etc. Healthcare is important, and there is a huge consumer for Cleveland clinic’s services and buyers have limited choice. That is why the bargaining power of consumer is low.

  3. Threat of New Entrants: Threat of new entrants is really low because the barriers to entry is really high. No firm can enter easily because of the sophistication of the health care industry. There is high cost of entering the industry so no other firm can enter this industry easily.

  4. Threat of Substitutes: The primary substitute to Cleveland Clinic is the University Hospitals Health system which provides almost same level or kind of services like The Clinic. The UHHS system serves patients at about 90 locations in northeastern Ohio area. It has about 2 million physician visit and 63000 patient discharge annually. Also there are six smaller health systems in northeastern Ohio area that compete with Cleveland Clinic. The threat of substitutes is still very low and The Clinic has potentiality to expand its presence in Ohio and States around it. Substitutes have low performance and their service is of inferior quality compared to Cleveland Clinic. And high cost exists (Monetary + Opportunity Cost) to switch from Cleveland and choose any of the substitutes. As Cleveland provides the most quality service. So Threat of substitutes is low.

  5. Current Rivalry: The competition is not much intense. This is because of the large industry size and Cleveland Clinic has started since 1921. The barriers to entry are high. And also Very few competitors exist. The main competitor of Cleveland Clinic is the University Hospitals Health System. There are six smaller health systems in northeastern Ohio area that also compete with the Clinic. But the rivals are not as powerful. Because Cleveland has expanded over the industry and overseas also. Cleveland has its branches in Abu Dhabi which is an Exemplary activity of Cleveland Clinic. Government legislation also limits the competition in the Health and Care industry. That is why the intensity of existing rivalry is not high.

References

  • Bird, T. (1990). Consumer Power. Dublin: O’Brien Press.
  • HOSPITAL, C. (2016). CLEVELAND HOSPITAL AND HEALTH SURVEY,. [S.l.]: FORGOTTEN BOOKS.
  • Hospitals, clinics, and health centers. (1972). Westport, Conn.: Greenwood Press.
  • Hunnicutt, S. (2010). Universal health care. Detroit: Greenhaven Press.
  • Kronenfeld, J. (2011). Medicare. Santa Barbara, Calif.: Greenwood.
  • Meier, G. (1998). The international environment of business. New York, N.Y.: Oxford University Press.
  • Michaux, S., Cadiat, A. and Probert, C. (2015). Porter’s five forces. [Place of publication not identified]: 50Minutes.
  • Morris, J. (2012). Medicine, Health Care, & Ethics.
  • Porterfield, D. (2007). Health Care, Medicine, and Science. New York: Infobase Pub.
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VICTORIAN CURRICULUM ASSIGNMENT HELP

VICTORIAN CURRICULUMApril 172018

Table of Contents

Part 1: Victorian Curriculum 1

1.1: Introduction of the Victorian Curriculum 1

1.2 Summary about the importance of Victorian Curriculum 2

1.3 Summarizing level description and achievement standard 3

Level description 3

Achievement Standard 3

Part 2: Australian Professional Standards for Teachers 4

2.1 Introduction of the Australian professional standards for teachers 4

2.2 Significance of these standards 5

Part 3: Cultural and Ethnic diversity 5

Part 4: Formative and summative assessment 6

References 7

Part 1: Victorian Curriculum

1.1: Introduction of the Victorian Curriculum

To prepare the Australian future generation with solid foundation, the Victorian government came up with the idea to introduce the new Victorian Curriculum, during late 2015 (September). This isn’t the first time the state is being responsive to the educational requirements of the future generation. The state officials have always been enthusiastic towards making innovation to the state curriculum. The summary underneath makes a clear projection of the commitment that the state showed towards continuous reformation to enhance the learning experience for the learners/students (Ambrosetti, 2014).

YearInnovation
1995Curriculum and Standard framework was implemented for the first time across Victorian schools
2000The CSF has been republished by the name “CSF 2”, including what students must know in relation to the future
2006The CSF was substituted by “VELS” (Victorian Essential Learning Standards). The core idea was to equip learners with the fundamentals of CSF along with interdisciplinary skills.
2013The new version “AusVELS” (Australian Curriculum in Victoria) was designed and implemented.
2015Introduction of “Victorian Curriculum” that was planned to be implemented from the year 2016 and finished by the end of 2017. The core idea behind this was to equip learners with the fundamental skills that would help them throughout the life (Evans, 2014).

There are eight different learning areas of Victorian curriculum that are mentioned underneath:

Learning AreasDisciplines
ArtsDance, Drama, Media Arts, Music, Visual Arts, Visual Communication Design
English
Health and Physical Education
The HumanitiesCivics and Citizenship, Economics and Business, Geography History
Languages
Mathematics
Science
TechnologiesDesign and TechnologiesDigital Technologies

1.2 Summary about the importance of Victorian Curriculum

The Victorian curriculum does have several learning areas that students can select from. Learning about the curriculum area at the “VCAA” official website would help children to be aware about the disciplines they are open to along with measuring the scope they have for their future. However, students do have their fundamental rights to be made aware about the learning area or the disciplines they world learn about. Science does have a reputation for being experiential in order to provide answer to any queries revolving around technological, physical or biological world (Gannon, 2012). The science curriculum has been designed in consideration to the concept of developing learners with the knowledge to be able to understand vital scientific mysteries and concepts. It is vital for students to be informed and scientifically sound to respond to questions about everything. This curriculum would prepare the students in the most effective manner for achieving excellence in their professional career. The curriculum does have a list of aims including-

  • Changing the perspectives of the students by changing their knowledge and perspectives
  • Making students and learners aware of things that would help them to break any misunderstanding about anything unexplored or unexplained matter to them.
  • Raising learner’s ability to judge and view things with different perspective (Hammond, 2014).

1.3 Summarizing level description and achievement standard

Level description

The “Foundation level 2” of the curriculum emphasizes over self consciousness along with being aware about the world as well. The likelihood of students or learners coming across changes is relatively higher; the changes can either be small or big or might even happen gradually or quickly. Students or learners in such situations tend to compare the occurrence with similar phenomena or familiar objects, which to certain extent helps them to learn about the situation or object. Students as mentioned above come across different aspect and incidents; they sometimes are introduced with the idea of resources that how much of it comes from earth (Hunter, 1982). They also come across the utilization of different materials and manipulation to extract something useful. Students also become familiar with the fact that, observation has always been a core part especially when dealing with science and learning about it. It is vital for students at the foundational level to observe things and aspects that are necessary to learn things. Students also have a tendency to compare observations in order to develop pictorial or tabular presentations, which makes it easier for describing and showing various patterns (Kemmis et.al, 2014). Students tend to reach to the conclusion by making and comparing observations that link one incident to another.  This is great way for students to learn about how science can help society in different ways. They can explore different contributions that science has made to the modern society, the lives they are leading, the technologies they come across in their daily lives, the way they travel, communicate and even be aware about the current happenings about the world. Victorian curriculum is a great innovation to the learning process of the students or building block of their future career scopes (Leonard, 2012).

Achievement Standard

Once completed with the level 2, students will be equipped with knowledge and information about how their lives are affected with science. The level of their knowledge would be substantial enough to portray examples about facts and occurrences that contribute to the living of human being. The completion of this segment would enlighten their knowledge about different materials, uses and other effects of materials along with objects. Science does have a range of contributions that students upon completion of the level would be able to portray, which might include environment, different resources and others (Mayer, 2014). Students would also be able to respond to questions regarding objects they are familiar with, since their comparability would enhance by drastic measures. The students would now be equipped with enhanced investigational senses that are important for exploring the surroundings in order for making comparisons regarding different observations. Students would gradually start to expand the level of their knowledge once they start sharing their knowledge with other students experimenting with different objects. This is a vital procedure for students to explore aspects, gather information about them, and sort the information as per their needs and finally making a projection of the information in an understandable manner (Moats, 2014). Thus, they would be able to learn about things in an effective manner.

Part 2: Australian Professional Standards for Teachers

2.1 Introduction of the Australian professional standards for teachers

The Australian professional standards for teachers involve seven fundamental standards, which outline the obligation for the teachers along with their fundamental duty. All of these seven standards are interdependent, overlapping and interconnected with one another (Mockler, 2012). The professional standards have been sorted into three different domains of coaching-

  • Professional knowledge
  • Professional practice
  • Professional engagement

Teachers have been asked to draw over each aspect of every domain. The seven Australian professional standards for teachers are:

Domain of teachingStandards
Professional knowledgeKnow your students and how they learnKnow the content and the way to teach them
Professional practicePlan for and implement effective teaching and learningCreate and maintain supportive and safe learning environmentsAssess, provide feedback and report on student learning
Professional engagementEngage in professional learningEngage professionally with colleagues, parents/carers and the community (Oakley et.al, 2014).

2.2 Significance of these standards

The “Australian professional standards for teachers” have been approved and acknowledged by the “New South Wales” Ministry of Education during mid 2012. The application or implementation of these standards began under “Ministerial Council for Education, Early Childhood Development and Youth Affairs” during 2009. The standards clearly portray the significance of being connected with the learners and students in order to ensure they learn in the best possible manner. One of the major professional obligations of teachers is to be familiar with the manner students tend to capture whatever is being taught (Santoro et.al, 2012). It also is the quality of a great teacher to be aware about every student; as it isn’t possible for every student to be brilliant. Teachers must also be aware about the content they are to teach their students; they must plan for a teaching style that is appropriate while the teacher is interacting with the students. Teachers must as well maintain safer environment for their students to learn effectively; being supportive is a blessing to the students. Feedback is of paramount importance; students and their parents have to be aware about the child’s growth, providing feedback is the best solution for this (Schleicher, 2012). Similarly, being professional with colleagues, parents and community would certainly be as much effective for the teacher to extract best possible result.

Part 3: Cultural and Ethnic diversity

Jamie has been very precise in terms of engaging each one of the student in the process of teaching. The strategies she used might be put up as-

  • Engagement with the student on a personal level
  • Emphasizing over innovation, out of need

There also is a clear essence of group among each one of the student that is participating in the learning process. They are very much engaged in the learning process irrespective of the diversity they have within (Simoncini et.al, 2014). It practically isn’t possible to avoid cultural diversity in organisations including educational or professional. The “Friendshipcircle.org” did post a blog that involves the story of a boy named “Jordan” and the school that admitted him was “Hope Technology School”.

Part 4: Formative and summative assessment

Teachers often engage in the process of assessing the growth of their students, which might either be summative or formative. Both of these terms have different meaning,

Formative assessment: Assessing students at the end of the curriculum or course can draw extra effort; teachers might have to pay extra attention at the end period (Van Driel & Berry, 2012). Formative assessment looks after the learning needs of the students during the learning process. This evaluates the academic progress, learning and comprehensive needs of the student in the middle of a lesson. Assessing students during their learning period would help the teacher to gather the information about students and particular points at the lesson that need immediate consideration.

Summative assessment: Unlike the formative assessment, this term deals with student assessment at the end of the curriculum to check on the preparation. The students are checked on their learning, the skills they have acquired during the course, their academic achievements by the semester or the school year end. This is comparatively low on success meter as the teachers have to face a lot of trouble about student preparation if the summative assessment shows an undesired result about student growth (Vivian et.al, 2014).

References

Ambrosetti, A. (2014). Are you ready to be a mentor? Preparing teachers for mentoring pre-service teachers. Australian Journal of Teacher Education39(6), 3.

Evans, L. (2014). Leadership for professional development and learning: enhancing our understanding of how teachers develop. Cambridge journal of education44(2), 179-198.

Gannon, S. (2012). Changing lives and standardising teachers: The possibilities and limits of professional standards. English Teaching11(3), 59.

Hammond, J. (2014). An Australian Perspective on Standards‐Based Education, Teacher Knowledge, and Students of English as an Additional Language. TESOL Quarterly48(3), 507-532.

Hunter, M. C. (1982). Mastery teaching. Thousand Oaks, CA: Corwin Press.

Kemmis, S., Heikkinen, H. L., Fransson, G., Aspfors, J., & Edwards-Groves, C. (2014). Mentoring of new teachers as a contested practice: Supervision, support and collaborative self-development. Teaching and teacher education43, 154-164.

Leonard, S. N. (2012). Professional conversations: mentor teachers’ theories-in-use using the australian National professional standards for teachers. Australian Journal of Teacher Education (Online)37(12), 78.

Mayer, D. (2014). Forty years of teacher education in Australia: 1974–2014. Journal of education for teaching40(5), 461-473.

Moats, L. (2014). What teachers don’t know and why they aren’t learning it: addressing the need for content and pedagogy in teacher education. Australian Journal of learning difficulties19(2), 75-91.

Mockler, N. (2012). Teacher Professional Learning in a Neoliberal Age: Audit, Professionalism and Identity. Australian Journal of Teacher Education38(10), n10.

Oakley, G., Pegrum, M., & Johnston, S. (2014). Introducing e-portfolios to pre-service teachers as tools for reflection and growth: Lessons learnt. Asia-Pacific Journal of Teacher Education42(1), 36-50.

Santoro, N., Reid, J. A., Mayer, D., & Singh, M. (2012). Producing ‘quality’teachers: the role of teacher professional standards.

Schleicher, A. (2012). Preparing Teachers and Developing School Leaders for the 21st Century: Lessons from around the World. OECD Publishing. 2, rue Andre Pascal, F-75775 Paris Cedex 16, France.

Simoncini, K. M., Lasen, M., & Rocco, S. (2014). Professional dialogue, reflective practice and teacher research: Engaging early childhood pre-service teachers in collegial dialogue about curriculum innovation. Australian Journal of Teacher Education (Online)39(1), 27.

Van Driel, J. H., & Berry, A. (2012). Teacher professional development focusing on pedagogical content knowledge. Educational researcher41(1), 26-28.

Vivian, R., Falkner, K., & Falkner, N. (2014). Addressing the challenges of a new digital technologies curriculum: MOOCs as a scalable solution for teacher professional development. Research in Learning Technology22(1), 24691.

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The Human Resources Manager at ‘Bayside Call Centre’

BSBDIV601

Part A

As the Human Resources Manager at ‘Bayside Call Centre’ you are required to lead a review of the current Diversity Policy and practices and to make suggestions for improvement.

Produce a report outlining the process of the review and the results of your investigation.

The report should address the following considerations:

  • Nature of consultation undertaken with key managerial staff.

In this regard, I spoke to the CEO of Bayside Call Center, human resource manager, the personnel officer, and the operations officer concerning the need to review the existing diversity policy. This owes to the fact that the current diversity does not fully cover the aspect of gender equality, race and disabled individuals in the society. There are no guidelines on how females, the disabled or people from other races should be treated.

  • Identify related policies/ documents that will require updating or rewriting

Polices that require updating include

  • The diversity policy
  • Job descriptions
  • Recruitment documents

Current practices that do not support diversity are:

  1. Male dominations in recruitments and employment
  2. Discrimination of minorities and people from the black race at the workplaces
  • Legislation, codes of practice and national standards to be addressed in the policy as it relates to Bayside Call Centre
  • Commonwealth Human Rights and Equal Opportunity Act
  • This is an Australian act of parliament that outlaws discrimination of people on the basis of their color, sex, religion, age, impairment, and nationality
  • Commonwealth Racial Discrimination Act/s
  • This is a regulation that outlaws discrimination of people in the workplace on the basis of race/ethnicity
  • Commonwealth Sex Discrimination Act
  • This is a regulation that outlaws discrimination of people in the workplace on the basis of sex.
  • Commonwealth Disability Discrimination Act
  • This is a regulation that outlaws discrimination of people in the workplace on the basis of disability or impairment
  • Identify benefits of diversity to strategic and business objectives of Bayside Call Centre

Diversity has a potential of improving employee performance at Bayside Call Center, creating a conducive environment for all types of employees, and creating equality in the workplace.

Give detailed answer

  • Access the policies from other organisations (similar and dissimilar) to gain ideas and knowledge of best practice

See Diversity and Inclusion Policy attachment. List the diference between current Bayside Diversity Policy and the policy you have found online. What is missing? What needs to be added?

  • Suggest major operational changes and performance changes required to implement a new Diversity Policy at Bayside Call Centre

How will it affect day to day business? What outcomes do you expect from this? Give detailed answer.

Part B

You are now required to draft the new Diversity Policy.

Bayside Call Center is committed to cultivating, fostering and preserving a culture of inclusion and diversity.

Our human resource is the most critical asset we have. The collective sum of life experiences, personal differences, inventiveness, knowledge, self-expression, innovation and talent invested by our employees are a representation of not only our culture but also the image and achievement of our firm.

We duly encourage and embrace our workers variation in gender, age, disability, family, ethnicity, marital status, nationality, race, social-economic status, and other features that constitutes our diverse employees

The diversity initiatives at Bayside Call Center are applicable to our policies and practices on selection and recruitment: professional development, benefits and compensation, layoffs, termination, recreation programs, and training and development.   The goal is to build a work environment that is based on diversity and equity and which enforces and advocates for:

  1. Respective cooperation, and communication between and among all employees
  2. Employee participation, and teamwork requiring the representation of all perspectives of employees
  3. The contribution of employees and employer in respecting and promoting diversity in the workplace
  4. Women, disabled, and minority groups to be given priority during recruitment for diversity balancing
  • All employees of Bayside Call Center are duty bound to treat others with dignity and respect
  • The conduct of employees should reflect the aspect of inclusion
  • The HR representative and the supervisor should assist any employee who feels that he or she has been discriminated upon
  • Disciplinary action should be carried out to any employee who portrays inappropriate behaviour against others

Part C

Task 1

Now that you have completed the draft Diversity Policy which has been reviewed and accepted by the CEO, your Diversity Policy will replace the existing one.  The CEO has instructed you to proceed with the development of an action plan for implementation.

The Action Plan will address each key area within the policy and also clarify how the policy will be communicated to key stakeholders and staff members. In your plan consider the following:

  • Communication strategies (at least one of the proposed methods must be written communication)
  • How each key area of the policy is to be implemented
  • Will extra staff recruitment be required?
  • Who is responsible for implementing each key area and how it will be monitored
  • A timeframe for the implementation of each key area
  • Consultation to occur with key stakeholders for feedback on action plan

You need to create an appropriate action plan to implement the new diversity policy.  The action plan could refer to the following communication methods with staff to introduce the new diversity policy: memos to staff; staff manuals; intranet; diversity considerations in language, accessibility etc.

The action plan created is to be detailed with appropriate steps to support implementation. This could also be documented in the flow charts to represent the timeframe for implementation of each stage.

ACTION PLAN TEMPLATE

Activity
Expected results
Actual results
Who performs this task

When is this task due?Status
(e.g. planned, in progress, complete, delayed, cancelled)
Writing MemosCreating awareness on key policy changes on matters of diversityImproved awareness level for employeesHuman Resource personnel1n one weekPlanned
Diversity Considerations in language To promote inclusivityTolerance and respect to each otherOperational manager
In 2 weeks
In progress
Staff Manuals To familiarize all employees on the new policyTo make employees informed of the new policy

Human resource manager
In one monthPlanned

ACTION PLAN  FLOWCHART

Task 2

You are to implement one of the written communication strategies that you outlined in Task 1. The communication strategy must promote the policy across the organisation.

The communication strategy to be implemented is diversity considerations in language. In this respect, different languages including French, English and German will be allowed and promoted in the workplace

Task 3

Revise the Bayside Call Centre policies and documents that require updating to meet the new diversity policy.

Documents that will require updating will include:  job descriptions and recruitment and induction documents.

There will be a requirement to include employees from a diversified background for a balanced diversity.

In job description, all employees will be required to adhere to the new Diversity Policy

The human resource manager will be required to promote diverse practice and create a diverse friendly work environment

Part D

In previous tasks, you have developed a new diversity policy and planned the implementation requirements. You are now required to review your own diversity policy and complete a report on the long-term implementation requirements to ensure the policy will be embraced and encouraged in all workplace practices. The report should include the following topics:

  • Ongoing consultation with a wide range of stakeholders – what was the level of support among employees?

During the course of the consultation, I spoke to the CEO and General Manager of Bayside Call Center. The two people were quite supportive and ready for the initiative. This is after I informed them on the likely value of the program to the company.

  • Impact of changes made

The diversity changes will first affect the company since a new and more pool of employees will be required and then employees themselves who will have to adhere to the new regulations

Any change is not always welcome and this is expected on this new policy. However, several initiatives including employee engagement will be deployed to attract their support

List anything that can cause any kind of outcome. Explain

  • Communicating and involving employees to this program is quite vital to the success of this initiative

Explain in detail

  • How will you measure and review if the objectives are being met? How will you know – how will they be measured?

The achievement of the objectives will be measured if the goals have been achieved. For instance, the answers to the following questions will ascertain the achievement of the goals set. Have the number of women in this company increased?, how many disabled individuals has the company added to the human resource sector? What is the level of employee discrimination in this company?

  • Will the use of resources within the organisation increase or decrease as a result of implementation?

There will be no impact on the company resources as a consequence of implementing this policy

  • Ongoing evaluation – periodic reviews over time – timeframe for reviews in the future

The review and evaluation will be carried out after every six months

  • Who will be involved at each stage of the evaluation?

Managers- The manager will be responsible in evaluating the impact of the polish in general perspective

Supervisors-These will be monitoring the application of this policy on a daily basis

  • How will the ongoing reviews be documented?

The ongoing reviews will be documented through a report done by the review who in this case is the manager

  • How will significant changes to the operating environment be addressed?

There will be a meeting with employees to address the new changes. These will be followed by a newsletter and policy document which will be given to every employee.

  • Any recommendations or changes that should be introduced immediately.

Changes that need immediate implementation include hiring of women, the disabled,and  those from the minority to fill the diversity gap.

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MANAGE RECRUITMENT SELECTION AND INDUCTION PROCESS

MANAGE RECRUITMENT SELECTION AND INDUCTION PROCESS

Executive summary

This report is based on the recruitment, selection and induction process followed by Fresh style fashion. The recruitment process should be reliable and efficient for the company to meet the expectations and the goals set by the clients. The measures and policies taken by the company to fulfill the recruitment process should be presented in a proper manner in this report, which would help the company to easily solve their recruitment related issues. The selection process followed by the company, need some minor improvements, which would help the company to meet the desired goals set by the company. The selection procedure should also include the feedback provided to the unsuccessful candidates. The leave take by the merchandiser requires new merchandiser for a contractual job requirement. This report should contain a memorandum regarding the requirements of the new merchandiser post. The induction process should be smooth and executed properly. The feedbacks from the inductees should be heard and the issue or flaws that are bothering the inductees should be fixed soon. This report should suggest Fresh style fashion to take proper steps in the recruitment, selection and induction process to interview and hire new employees.       

Table of contents


Introduction 4

Assessment task 1 4

Assessment task 2 11

Assessment task 3 12

Assessment task 4 13

Conclusion 14

References 16

Introduction

The process by which a company lets new and skilled people to join them according to their abilities to perform is defined as recruitment. This process is maintained in all the companies who want to fulfill their desired goals with the help of the skills of the new employees and the experience of the existing employees. This is very rigorous and strict process, which takes concentration and patience. Following this process comes selection of the specified people to become employees of the company, for their desired job roles. The new employees are selected according to their abilities and specialty in their preferred job roles. The job satisfaction and the mental coordination within the employees of the company is one of the main factors that affect the selection process of the company. The induction process supports the selection process, by providing the mental support and the guarantee of job satisfaction to the new employees joining the company. The HR team of the company provides details of the job roles that the employees are specialized in, which helps the new employees to have an optimistic approach towards their job.

This report will help Fresh style fashion to set-up and develop a proper recruitment process with the help of the recruitment policies. This report will help the company to focus on the selection procedure to be executed perfectly with the help of the selection policies and guidelines. This report will shed light on the induction process that the company will follow after the selection process is completed.  

Assessment task 1

  1. The recruitment, selection and induction process is the way to search and hire new employees. This process can also be defined as the full life cycle recruitment process. This process is the company’s way to ensure efficiency in achieving the desired goals set by the clients of the company. The company will be able to recruit the perfect person for their desired post. Fresh style fashion uses these processes to make sure that they perform well against their competitors and maintain a name in a global scale. These processes help the company to also hire managers and experienced employees. As per Workplace Gender equality Act 2012 and Fair work Act 2009, the company has to follow some policies such as equal opportunity to the employees, job satisfaction to the employees, non-discrimination in work etc to maintain a hygienic work environment. As per the recruiting and selecting policies used by Fresh style fashion, the recruitment process should be done in a less time taking and cost effective way. As opined by Wehrmeyer (2017), the advertisement for the job should be well designed and should include proper details regarding the job. The job description provided in the advertisement should be attractive and eye catching for the new people to be eager to join the company. After the job details are provided and people get interested to join the company, the interview should be done in a proper way to ensure the right process to recruit new employees. After the interviewing, the selection process through which the company will hire the new employees should be properly maintained by the Human Resource personnel. As per Rees and French (2016), the hiring managers will meet the selected employees and choose the best from them by carefully scrutinizing the abilities and the skills of the employees those are needed for the smoothness in meeting the goals of the company. If the hiring managers and the HR management team are not satisfied with any of the new employees, then they might restart the selection process. After the recruitment and selection process is done, and then the employees have to go through the induction process. In this process the company provides the details of the salary package and the employment contracts to the employees, which they would sign and return to the company. After the employment contracts and salary package explained to the new employees of the company, the offer letter to the employee is given and the joining date of the employee is determined. As observed by Sekaran and Bougie (2016), the induction process then includes the checking of the family and educational background of the employees and the work experience (if any) of the previous companies they have worked in. The final process of the induction process includes the checking of the full details of the employees and then deciding the final joining date of the employee, therefore introducing the new employee to the company.          
  2. ii)
Selection criteria for Administrative assistant
Educational qualificationAge limitWork experience
The candidate should be B.COM or B.TECH graduate and should have good knowledge regarding administrative skills.The age limit should be within 21-35 years.Any fresher or experienced candidates can apply. The fresher should know proper administrative skills. The experienced candidate should have worked 1-3 years in administrative post.
Selection criteria for merchandiser
Educational qualificationAge limitWork experience
The candidate must be B.COM graduate and should have good knowledge regarding the business maintaining skills. The candidate must have proper knowledge in merchandising business.The age limit should be within 23-25 years.Experienced candidates can only apply for this job. The experienced candidates should have worked 2-4 years in merchandising post. The candidate should have goods handling skills and proper surveying skills.

B. i)

VACANCY ANNOUNCEMENT
One of the most reputed companies in fashion retail industry, Fresh Style Fashion announces vacancy for the post of the following positions. Interested and well competent candidate are welcomed to submit their application and all the needed credentials through email in a form of attachment that includes cover letter and citing why you are interested in this job.

Position 1:Job descriptionSalary
Administrative assistance· Provide required assistance support to the assistance merchandiser, senior merchandiser and the merchandising team.· Accessing and printing of reports on weekly, monthly and yearly sales of merchandise.· Crossover job role to the Allocator which includes stock allocation to store and regulate the flow of stocks to the desired stores.· Ad hoc duties include providing administrative support to the retail management team.AUD $40,225 per year
Position 2Job descriptionSalary
Merchandiser· To ensure that the merchandise products are in right store at right time.· To check the status of the merchandise product online at appropriate time and quantities.· Play a key role in determining the profits by setting the prices.· Manage the performances of range, promotion of a specific merchandise product.· Oversee distribution of stock of goods and deal with desired suppliers.· Manage and control levels of stock of merchandise on the basis of peak season and demand.· Fully aware of the competitor’s performance and sales.AUD $44,507 per year

B. iii)

The method used by Fresh style fashion to imply the unsuccessful candidates should be done in a proper way. The process of notifying the unsuccessful candidates of the company should be totally formal and through a letter showing gratitude thanks and regret. The letter should contain:

  • Date on which the letter is written
  • Thanks to the unsuccessful candidates applying for the company
  • The details of the position that the candidate have applied for
  • The reason for which the candidate have not been selected for the specified job
  • Encouragement statements for the candidates to keep trying and providing their best to come back to the company to apply again
  • Best wishes to the candidate for their future endeavors

B. iv)

The processes used by Fresh style fashion to provide feedback to the unsuccessful candidates are:

  • Keep proper notes of the selection process explaining details of the selection of the candidates, which will help the company to further provide feedback if the candidate is unsuccessful
  • The feedback should be provided to the unsuccessful candidates by phone call
  • The feedback should be practical and true, providing the details of the positives and negatives of the candidates.

C. The rules and regulations of the laws that Fresh style fashion uses are Australian Human Rights Commission Act 1986, Workplace Gender Equality Act 2012, Fair work Act 2009 and Privacy Act 1988. These acts and laws are used to ensure the safety of the employees of the company. The employees should get equal opportunities and satisfaction of work, which is possible if these laws are properly maintained.

D. The technological aspect of the Fresh style fashion needs some improvements which would help the company to achieve desired goals. There should be improvement in the operating systems that the company use, which is outdated. The obsolete online recruitment tools should be developed and advanced for better recruitment procedure. There should be new assessment centers to recruit, select and induct the new employees.

Assessment task 2

  1. According to the template for the feedback of the unsuccessful candidate selection process of Fresh style fashion, the company uses some policies. These policies help the company to maintain the unsuccessful candidate process to run smoothly without any problems or hesitations. The policies that Fresh style fashion uses are:
  • Keeping proper records of the selection process of each candidate helps the company, to face no problems in the near future. The unsuccessful candidates can be easily denied by the company to join the company by providing the weakness and the negatives derived from the selection process, which are not needed by the company.
  • The feedback that would be provided to the unsuccessful candidates should be in a right and respective manner. The personnel of the hiring managers and the HR management should be aware of decision taken to say no to the unsuccessful candidates and they should all agree to the decision, so that there could be no conflicts afterwards.
  • The unsuccessful candidates should be provided with proper and direct feedback regarding the job requirement and not anything regarding the candidate’s character. The feedback should be to the point and their performance against the specified job for which the candidates are being selected by the company.
  • The feedback should not be focused only on the interview, but it should be focused on whole of the selection process. The feedback should be in a chronological order which would help the HR personnel to easily provide feedback to the unsuccessful candidates.

B. The administrative assistant of Fresh style fashion should be able to provide proper details to the individuals needed in the recruitment and selection process The HR department and the hiring managers should be properly able to utilize the policies and the procedures used for the selection process (Sundarapandiyan and Babu 2016). These processes are explained by the administrative assistant to the HR personnel and the hiring managers and all the other individuals involved in the recruitment and selection process. As per Brewster et al. (2016), the HR personnel and the hiring managers should be properly trained by the administrative assistant to provide support to the hiring and selection process. The administrative assistant of the company should make sure that the procedures and policies maintained by the company should be properly administered to the staff of the company. The new processes such as upgrading online technologies regarding the recruitment, properly utilizing the advertisement policies etc should be properly explained to the staff of the company.  

C. The recruitment process of Fresh style fashion should be executed properly and for that the company needs to hire a specialist in that post. The administrative assistant of Fresh style Fashion suggests that the company should recruit a specialist for the recruitment process. The processes that the specialist will be able to apply are:

  • The specialist should be able to perform the recruitment process much better than any other normal individual selected for that post.
  • The specialist should easily be able to identify the profile of the position that the company, for which recruitment is needed.
  • The specialist should be able to prepare a description explaining the job details for the advertisement.
  • The specialist should be able to identify the places where to hunt for the candidates who are eligible for the job post

Therefore according to the administrative assistant, the recruitment process of Fresh style fashion should be handled by the specialist in recruitment process.   

Assessment task 3

To: Manager of Fresh style fashion

From: Administrative assistant of Fresh style fashion

Date: 12th February 2018

Subject: Recruitment of new merchandiser for a contractual job

As per the maternity leave taken by the existing merchandiser for two years, there is an opening for the merchandiser post. This is a contractual post for two years for the eligible candidates. The fresher candidates should have knowledge in proper merchandising skills and the experienced candidates should have worked in a merchandising post in their previous companies. The candidates should have proper managerial skills and should be fluent in communication. The candidate should not only be a team leader, they should be able to work as a part of the team. The candidate should be able to identify the business easily and properly execute the actions regarding the business. The experienced candidates should be an expert in retail industry. The candidates must be passionate to work for the company and should be optimistic towards providing the best of their performances. The candidates must provide satisfaction to the customers and should be able to cooperate with the company in some difficult situations. The training given to the new candidates for the merchandiser post should be properly done, so that the candidates should be prepared to face all the situations of the company. The candidates must have the intention to focus on the presentation process of the clothes and the mannequins. The processes that are used for the development of the business should be properly followed by the candidates. The candidates sometimes have to work to setup the stores within the different regions, maintain a proper presentation procedure for the stores to look good and the reporting to the presentation manager of the company every week. The candidates must know computer related works properly, have sound knowledge in retail and have a good taste in fashion. The candidates should have proper planning and organizing capabilities and should have relationship management skills. As per the requirements of the company the candidates should know problem solving procedures, they should have creativity in their work and they should be able to meet the desired goals of the company within the desired period of time. The candidates should be time managing and they should be multi-tasking. The candidates should be a leader encouraging the employees working under them.

These requirements are necessary for the new candidates to apply for the merchandising post of Fresh style Fashion. The candidates who can meet these requirements are welcomed by the company to apply for the required post.      

Assessment task 4

  1. As per the requirements of the Fresh style fashion the induction process that is to be maintained should be effective and satisfactory to the inductee. The induction process must be cost effective and less time consuming. The induction process should include training the new employees to get accustomed to the technologies used by the company and the business that the company runs.  The training also includes the existing staff and the employees who are related to the induction process of the company, to maintain a proper induction process. The induction program should be planned properly before executing. The requirements for the induction program should be in a proper manner. Proper information regarding the details of the business run by the company should be conveyed to the inductee.
  2. The induction process maintained by the company needs some additional improvements that could help the company to properly maintain the induction process. The employees of the company should be able to coordinate with the other employees. The administrative assistant must be able to build rapport with the employees of the company. The probationary period of the company should be explained to the inductee. The assistant must have the capability to monitor the activities performed by the employee who are in the probationary period. The nature, background and experience of the inductees should be properly discussed at the time of induction, to know more from the inductees for the improvement of the company. The quality management system should be maintained well, for the induction procedure to identify the qualities of the inductees. The rules and regulations regarding the discipline and the safety of the company should be explained to the inductees. The induction process should be in such a way, that the inductees would be eager to work in the company.
  3. According to a feedback provided by the inductees, Fresh style Fashion needs to focus on the management of the time maintained by the company in the work procedure. The company should provide the details of everything they do in regard to the employees. The company should especially focus on their problem solving skills. According to the feedback, their problem solving skills are not good so they should improve that.   

Conclusion

According to the above observations, it can be stated that the report suggests Fresh style fashion to ensure a proper recruitment, selection and induction plan to hire new candidates for the desired posts of the company. The recruitment process explained in this report will help the company to properly execute a recruitment process which would ensure all the skilled and eligible candidates for the respective posts where they should be recruited. The store manager and the administrative assistant of the company provided a recruitment plan and the policies regarding the selection procedure for the staff of the company. The selection measures taken by the administrative assistant of the company are explained to the HR management of the company, which will further help the company to execute a proper and efficient selection process. Due to the absence of the existing merchandiser, the requirement criteria for hiring the new merchandiser for a contractual job for two years is provided in a memorandum. The induction process used by the company is explained properly in this report.         

References

Books

Brewster, C., Houldsworth, E., Sparrow, P. and Vernon, G., 2016. International human resource management. UK: Kogan Page Publishers.

Rees, G. and French, R. eds., 2016. Leading, managing and developing people. UK: Kogan Page Publishers.

Sekaran, U. and Bougie, R., 2016. Research methods for business: A skill building approach. US: John Wiley & Sons.

Wehrmeyer, W. ed., 2017. Greening people: Human resources and environmental management. Abingdon: Routledge.

Wilton, N., 2016. An introduction to human resource management. UK: Sage.

Journals

Arulrajah, A.A., Opatha, H.H.D.N.P. and Nawaratne, N.N.J., 2015. Green human resource management practices: a review. Sri Lankan Journal of Human Resource Management, 5(1).

Buettner, R., 2015, January. A systematic literature review of crowdsourcing research from a human resource management perspective. In System Sciences (HICSS), 2015 48th Hawaii International Conference on (pp. 4609-4618). IEEE.

Hurrell, S.A. and Scholarios, D., 2014. “The People Make the Brand” Reducing Social Skills Gaps Through Person-Brand Fit and Human Resource Management Practices. Journal of Service Research, 17(1), pp.54-67.

Kaiser, M.G., El Arbi, F. and Ahlemann, F., 2015. Successful project portfolio management beyond project selection techniques: Understanding the role of structural alignment. International Journal of Project Management, 33(1), pp.126-139.

Opatha, H.H.D.N.P. and Arulrajah, A.A., 2014. Green human resource management: Simplified general reflections. International Business Research, 7(8), p.101.

Sundarapandiyan, N. and Babu, S., 2016. A STUDY ON TALENT MANAGEMENT PRACTICES OF ICT SECTOR IN INDIA WITH REFERENCE TO TALENTACQUISITION. International Journal For Research In Business, Management And Accounting, 2(3), pp.01-10.

Swider, B.W., Zimmerman, R.D. and Barrick, M.R., 2015. Searching for the right fit: Development of applicant person-organization fit perceptions during the recruitment process. Journal of Applied Psychology, 100(3), p.880.

Uddin, M.B., Naher, K., Bulbul, A., Ahmad, N. and Rahman, M.M., 2016. The impact of human resource development (HRD) practices on organizational effectiveness: A review. Asian Business Review, 6(3), pp.131-140.

Online articles

Madore, K.P., Addis, D.R. and Schacter, D.L., 2015. Creativity and memory: Effects of an episodic-specificity induction on divergent thinking [online] Available from https://www.ncbi.nlm.nih.gov/pmc/articles/PMC4567456/ . Psychological science, 26(9), pp.1461-1468.

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SUSTAINABLE PROJECT MANAGEMENT FOR GREEN CONSTRUCTION

SUSTAINABLE PROJECT MANAGEMENT FOR GREEN CONSTRUCTION

Table of Contents

Introduction 3

Project Scope 3

Timeframe and Milestones 5

Work breakdown structure (Refer to Appendix 2) 5

Gantt chart 5

Network diagram (Refer to appendix 3) 6

Cost Estimates (Budget) 6

Risk Management 7

Project Organization and Management 8

Communications Management Plan 10

Reference list 11

Appendices 13

Appendix 1: Risk register and matrix 13

Appendix 2: Work breakdown structure 14

Appendix 3: Network diagram 15

Introduction

(a) Purpose of this study would be to focus on making a project plan as per the requirements of Green buildings. Purpose of this study also lies in the aspect of marketing cost estimation of this project so as to take a dive in probable deliverables.

(b) Green or sustainable building deals with building, renovation, and designing of a structure that can be reused in resource efficient and ecological manner. This construction moreover, reduces its impact on the environment thereby leading to innovation and more sustainable sites. Green construction project management gives an idea of supervision as well as regulation of the project starting from the initial stage of development until completion of the project. Moreover, in this study sustainable construction is connected with estimation of the budget along with risk management.

(c) Project manager, area manager, general manager and team members are the key internal stakeholders of this project and Client and approval communities would be prime external stakeholders of this company.

Project Scope

Project objective: The project on green construction aims to create a healthier, more energy efficient and high-quality commercial buildings or houses. A green design moreover, finds the balance between low environmental impact and good quality construction.

Project deliverables:

Deliverables Activities
General
Project planTo create budget estimation of green construction project
Client supportClients support green technologies as it increases performance of the outcomes
Services
Highly efficient buildingsGreen materials and technologies can lead to construction of efficient buildings
Waste management plan

This minimizes generation of wastes during the construction process by recycling the wastes

Table 1: Project deliverables

(Source: Banihashemi et al. 2017, p.1109)

Milestones:

Figure 1: Milestones

(Source: Based on the views of Brioso, 2015, p.80)

Technical requirements: Green construction furthermore, requires complicated construction process along with techniques. Technical requirements estimated for this project is the use of computer technologies for calculation of project space and specifications. Green construction furthermore, requires Leadership in Energy and Environment Design (LEED) certification (Darko and Chan, 2016). This is due to the fact that this certification will incorporate credits into the design of green construction.  Moreover, this study would also look over the costs estimates and overall needs for the construction of green buildings, which can be helpful for project managers in future as green buildings are in many trends these days. However, this type of construction is limited to capital cost, ample amount of time as well as technical difficulty faced during the time of the construction process.

Limits and exclusion: Before commencing with the work, a project manager needs to specify limitations of a particular project. In case of this project, limitations can be in the fields of profitable outcome and sustainability of the project.

Customer review: Projects can gain desirable custom only if the customer desires are met, which can be carried out with the help of customer surveys and feedbacks. Feedbacks can be helpful to generate profitable outcome as it helps to mark out the taste of the customers.

Timeframe and Milestones

Work breakdown structure (Refer to Appendix 2)

Gantt chart

Figure 3: Gantt chart

(Source: Learner)

Network diagram (Refer to appendix 3)

Cost Estimates (Budget)

Division Sq. cost (in dollars)Amount
0General requirements1.2$340
1Wool bricks5.22$22,00
2Crushed class4.99$4500
3Slag or chips of wood45$6781
4Solar Tiles4.3$4590
5Triple glazed doors and windows10$1543
6Bamboo4.3$2221
7Finishes1.7$3412
8Additional construction cost17$5433
9Mechanical25$5122
10Electrical15$3390
Total cost133.71$39532

Table 2: Budget estimation of green construction

(Source: Based on the ideas of Darko and Chan, 2016, p.63)

The cost estimation report shows 133.71 dollars per sq. feet with a total cost of the project to be 39,532 dollars. However, this estimation is approximately one-fourth of the actual cost associated with green construction. Moreover, this type of construction uses alternative natural resources as materials. Furthermore, this project would utilize woods (bamboo) instead of steel, triple glazed doors and windows as well as solar tiles. Crushed glasses are however recycled and reused in this type of construction. Additionally, wood bricks are used due to the fact that this type of bricks is more efficient than normal bricks (Darko and Chan, 2016). However, additional construction cost can be related to the wages of the labors associated with the project.  

Risk Management

It is essential for a project of green construction to identify the probable risks related to the construction process. This is, however, due to the fact that this type of construction requires complex design, green materials (Gunaydin and Oraz, 2015). This moreover, tends to increase the modeling costs. Globalization can be a factor that affects a green construction project. Furthermore, globalization enhances competition in the market as per the basis of the culture of the country.

Therefore, as opined by Kerzner, H. and Kerzner, H.R., (2017), the project managers are required to carry out the risk management and also give attention on the factors that can lead to risk. The risk management of this type of construction can involve putting together all the probable budgets and therefore negotiate the cost estimations. A work timetable can also help to reduce risks associated with the project. It is also required by the project manager to keep in touch with the clients to discuss issues related to the budget. In addition to this, a green construction project may include the following risks:

Technical risks

Green construction often requires critical construction techniques as well as the process. Moreover, a green design is more complicated as compared to the conventional construction process. This is due to the fact that this type of construction requires alternative systems and materials to be used in the method of construction. However, in accordance with Hwang et al. (2015), it can be stated that any complexity in construction techniques may lead to failure of the project. It is, therefore, required by the project managers so as to address those problems by means of proper strategic moves.  

Risk related to different forms of contract

Development and implementation of a green design greatly depend on the selection of the type of contract for the deliverance of the project. Moreover, in accordance with the findings of Brioso (2015), it can be stated that risks can pertain in the areas of contracts and therefore contracts must be read thoroughly before striking a deal.

Time-consuming process of construction

As per Darko and Chan (2016), the environment of the market of green construction indicates that the planning technique is stretched due to the involvement of green technologies. Moreover, recycling the required materials can also be time-consuming. This depicts that extra time is required so as to gain the approval. However, this can challenge the managers as because they are responsible for the development of schedule. Moreover, the managers approve payment progress to the suppliers along with the vendors.

Project Organization and Management

a. Project organization: Like other projects, the project of green construction will also require a team of the project. However, it can be challenging as well as difficult for fulfilling the aim of the project without any proper organization of the project. Moreover, it will be required to link the project with the parent organization. However, it would not be necessary to choose the best position in between a pure project organization and a pure line organization. Using a standardized roadmap and risks would not able to identify the areas of conflicts. Green construction project would contain a senior general manager followed by an area manager. Deputy project manager, construction manager along with a safety officer is other managers contributing to managing a construction project. The organization structure must also reflect the necessity of the construction project (Hwang et al. 2015).

Figure 2: Project organization chart

(Source: Taking ideas from Grover and Froese, 2016, p.1285)

b. Roles as well as responsibilities of the project: A project of green construction requires describing how the project organization can be embedded in the parent organization of the project. In addition to this, it is also required to describe the internal structure of the team of the organization associated with the project. It is, therefore, important to specify the roles as well as responsibilities of all the members of the internal management team.

Senior General Manager: A manager would need to oversee the project as well as delegate authority to the project manager. Such a person will not directly associate with the operation of the project and can be known as the project sponsor (Grover and Froese, 2016). However, he will have the right to influence the staffs that are involved in the green construction project and will also be responsible for getting the support from the stakeholders. Moreover, it will be the responsibility of a project sponsor to adhere to the policy and to ensure that the project is aligned with the strategies of the organization.  

Area manager: It would be the responsibility of an area manager to look as well as measure the area specifications. Moreover, he is one of the key personnel that tends the project to a huge profit. A green construction project can also require this type of manager to drive the team performance and to moreover, control the performance of the workers or laborers. Based on the specifications of the area where the green building will be constructed he formulate strategies that can lead to the development of the project.

Project manager: The project manager that would be associated with a project of green construction will have the responsibility to look after the requirements of the project. Furthermore, he would require supervising and accordingly guide the construction team. Along with this, a project manager will report to the area manager regarding the status of project report. A project manager will also be required to change the control committee in case of an emergency and execute all the processes that are involved in the project management of green construction.

Safety officer: It is the responsibility of this manager so as to document issues, risks or changes that need to be done in the process of the construction. Moreover, a safety officer takes care of all the workers on the construction site.

c. Project controls

(i) Change management: Based on the views of Marcelino-Sádaba et al. (2015), the managers of green construction must plan, coordinate, make a budget plan and supervise the project properly. Furthermore, the project organization would have several departments containing project members who are specialized in those departments. This would help the green construction to be successful and to be completed in less time (Aarseth et al. 2017).

(ii) Management reporting: It will be the duty of a project manager to report the management regarding the status of the project. This is due to the fact that based on this report; management can further adopt other strategies if required.

(iii) Status report: Status of the project will be reviewed in the project team meeting as because it is essential for reviewing the status of the green construction project. This report furthermore, depicts constant flow of information related to the green construction project (Grover and Froese, 2016,).

Communications Management Plan

Type of communicationObjective Communication mediumOwner Deliverables
Monthly status of the projectManagement will report regarding the project statusFace to facePresentationProject managerAgenda Report
Meeting of the project teamStatus of the project will be reviewed at this meetingFace to faceProject managerAgenda
Budget usageEstimation of all the budgets are depictedFace to faceSenior General managerReport
Review of risksProbable risks are reviewed at this meetingFace to face PresentationEmailSafety officerReport

Table 3: Communications Plan

(Source: Based on the ideas of Banihashemi et al. 2017, p. 201)

(a) Meeting reports: Meeting would be arranged every month or weekly so as to inform the management about the project status. Moreover, this meeting will also include a cost estimation of the Senior General Manager to inform the project team about the expenses. The meeting would also include the review of risks by the safety officer (Banihashemi et al. 2017).  

Reference list

Aarseth, W., Ahola, T., Aaltonen, K., Økland, A. and Andersen, B., 2017. Project sustainability strategies: A systematic literature review. International Journal of Project Management35(6), pp.1071-1083.

Banihashemi, S., Hosseini, M.R., Golizadeh, H. and Sankaran, S., 2017. Critical success factors (CSFs) for integration of sustainability into construction project management practices in developing countries. International Journal of Project Management35(6), pp.1103-1119.

Brioso, X., 2015. Integrating ISO 21500 guidance on project management, lean construction and PMBOK. Procedia Engineering123, pp.76-84.

Darko, A. and Chan, A.P., 2016. Critical analysis of green building research trend in construction journals. Habitat International57, pp.53-63.

Grover, R. and Froese, T.M., 2016. Knowledge management in construction using a SocioBIM platform: A case study of AYO smart home project. Procedia Engineering145, pp.1283-1290.

Gunaydin, H.M. and Oraz, G.T., 2015. Sustainable Project Development Process and Total Quality Management. Contemporary Trends in the Regenerative and Sustainable Built Environment: Technical and Managerial Aspects, p.147.

Hwang, B.G., Zhao, X. and Tan, L.L.G., 2015. Green building projects: Schedule performance, influential factors and solutions. Engineering, Construction and Architectural Management22(3), pp.327-346.

Kerzner, H. and Kerzner, H.R., 2017. Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.

Marcelino-Sádaba, S., González-Jaen, L.F. and Pérez-Ezcurdia, A., 2015. Using project management as a way to sustainability. From a comprehensive review to a framework definition. Journal of cleaner production99, pp.1-16.

Mir, F.A. and Pinnington, A.H., 2014. Exploring the value of project management: linking project management performance and project success. International journal of project management32(2), pp.202-217.

Silvius, A.J. and Schipper, R.P., 2014. Sustainability in project management: A literature review and impact analysis. Social Business4(1), pp.63-96.

Walker, A., 2015. Project management in construction. John Wiley & Sons.

Zuo, J. and Zhao, Z.Y., 2014. Green building research–current status and future agenda: A review. Renewable and sustainable energy reviews30, pp.271-281.

Appendices

Appendix 1: Risk register and matrix

Image result for Risk Register and Matrix

(Source: Walker, 2015, p.235)

Appendix 2: Work breakdown structure

(Source: Learner)

Appendix 3: Network diagram

(Source: Learner)

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BUSINESS REPORT ON DIVERSITY MANAGEMENT IN CERA

BUSINESS REPORT ON DIVERSITY MANAGEMENT IN CERA

Table of Contents

Introduction. 3

Findings and analysis: 3

Recommendations: 6

Conclusion. 9

References: 10

Introduction

With changing analytical composition of workforces, diversity management in an organization has become extremely important for effective functionality. It refers to enabling of every individual member of workforce to contribute, to its organization, his fullest potential through systematic planning and implementation of organizational strategies related to workforce managing principles in diversity.  It relates to the effective utilization of practices of human resource management to maintain human capital variations and adding dimensions, thereby, ensuring that such variation does not cause hindrance in path of organizational objective achievements, promotes attainment of organizational goals.

CERA, being a leading eye research institute of Australia, holds diversity in its workforce. However, it has been facing problems in its workforce planning, misdirected selections and poor cultural fit.   This report provides rationale for diversity management in CERA. It starts with a brief overview of problems that are being faced by its HR department. Further, it goes on to analyze the various arguments provided by its members regarding issues of diversity management in the organization followed by suggestions regarding focus on such arrangements in CERA.  

Findings and analysis:

CERA has started to progress on establishing a connectivity between its goal and job designing to become an innovative organization. In one of its project, the necessity of featured job design and its role in promoting innovative behavior amongst the available workforce was identified. The senior management team considered its human resource department as an integral aspect in achieving workplace diversity. Weekly Interactions amongst management teams and HR department were favored for generating feedback on workplace culture and its effects on work quality. However, HR practices regarding selection and recruitment of employees screamed for attention of CERA’s senior management. There were no allegations from workforces for changes regarding these practices except for few rumor of discontent regarding poor cultural integrity and inappropriate employee selection in workplace. A review on selection and recruitment was also done to cite loopholes in workforce indifferences.  Although these kinds of problems are common in culturally diverse workplace, timely control on such mishaps favors in preventing future chaos in workplaces and ensures smooth running of business operations.  One of such control exercise is improvement in recruitment methods. However, most of the time, organisations end up following old traditional tested steps for recruitment and neglecting key issues of candidate behavior interviews (Das, 2017).  It should be kept in mind that recruiting efficient candidates is not a matter of luck rather an achievement of good excised management control.

It is observed that Management faces a dilemma in choosing amongst candidates who fit the organizational culture and candidates who are exceptionally talented but may not suit the organization’s culture. CERA’S senior management does not take up this issue as diversity management mishaps, rather, it thinks of chalking out a practical way for bringing out maximum potential of its employees such that it helps them achieve their organizational goal. Therefore, it attains diversity management through imparting better recruitment methods. To achieve such practices, CERA’s recruitment methods should be more sensitive to individual diversities rather than meager homogeneity. 

Restoring Diversity in workplace is not only about employing people of variant gender, races, disability or cultural background, but also about eliminating all sorts of discrimination on them based on their diversity (Kenely, 2013).  It is about recognizing diversity management as a human resource toolkit. However, it is important to establish a connection between human resource management and diversity restoration. It refers to creation of a workplace environment which allows employees to contribute to organizational goal along with scope of self development and team development. This concept includes broad aspects including terms of disability, age, education level, function, race, sexual orientation, religion, style, geographic location and values which directly affect every individual in the organization (CHEAH, 2013).

 It requires a cultural change within the associated organization and necessitates inculcations of changes in human resource systems, management styles, approaches and philosophies. Amongst thriving companies around the world, effective diversity management helps in creating competitive edge in business marketplace. Organization enjoys various benefits for employing diversity in workplace (Groysberg & Connolly, 2013). Equal treatment of human resources at workplace motivates associated people to work efficiently with lesser terminations, thereby reducing costs of development and training. Introduction to different voices with varied perspectives, priorities, backgrounds and orientations favor companies in effective identification of business opportunity, ensuring success in varied new markets. The contributing reasons for surfacing Diversity management include social conservatism, labor force demographic change, work restructuring and globalization (Kenely, 2013). Opinions of workforces which are culturally diverse help organisations to take better quality decisions. It boosts up workforce performances by accessing a varied range of information for solving complex problems. Organisations with cultural diversity reconsider primary tasks and redefine products, markets, strategies, business practices and missions favoring effective and creative decisions. Diversity in workplace is not only about preventing discrimination amongst its employees (GRISWOLDSEP, 2013). It also focuses on inclusion and its impact on organization’s bottom line along with establishment of its linkage with long-term and immediate organizational strategic goals. Gender inequality is another roadblock in diversity management. Such biases can be encountered during recruitment process. However, curbing such issues can favor enhanced performances. In various workplace management researches it is found that women have better coordinating and analytical skills while validating organizational values and strategies along with social sensitivity, cross-disciplinary thinking and emotional intelligence (Choi et al., 2014).

 In a study of 101 organisations comprising 59,000 employees, a significant difference in terms of economic performance was cited amongst those having at least 32% percent women employees in senior management versus those with any female representation. Moreover, in other researches it was found that appraisal systems of many companies of United States are partial and gender biased. However, cognitive diversity should also be enhanced and encouraged for achieving better workforce performances and maintenance of overall organizational diversity (Kulik, 2014)..

Weaknesses:

Researchers have found that certain negative aspects of workforce diversity on organizational performance. Diversity is a double edge sword, enhancing action propensity, magnitude of response benefiting organizational performances. However, it might reduce the organization’s speed of action and response, thereby, leading to lower performances, lesser integration, increased turnover rates and dissatisfactions. It may be beneficial for group performances but it is unfavorable for interpersonal attitudes and relations towards associated groups.   It may also produce higher conflicts and miscommunications. They are also prone to dysfunction creating communication barriers. Heterogeneous team members find it difficult in integrating diverse backgrounds, norms and values while working together.

Available opportunities:

Employers of multicultural organization rely on employee recruitment tests while hiring candidates from outside or during internal selection processes.  Some of the crucial tests are those of personality tests and cognitive abilities. CERA must analyze and devise schemes for improvement and innovation in such process while recruitment. They can use cognitive test for predicting work outcomes such as training performances and job knowledge accession. It owes to pragmatic utility and predictive validity. This can be useful in significant representation of diverse cultural groups in the organization. Personality tests are a crucial point in establishing linkage between recruitment and diversity management. Such tests help recruiting manager to get an insight of a candidate’s cultural perspective and response to diversity. It is based on 5 factor model consisting of extraversion, neuroticism, conscientiousness, agreeableness and experience and is helpful in deriving personal attributes of a candidate and their ease of adjustment in a culturally diverse workplace environment. Although it does not comply with job performance predictions, it is a crucial judgment point of diversity restoration in an organization. In addition to this, using social media platforms, as a recruitment tool, can also be considered. This can be a solution for accessing potential candidates who may be passive. Moreover, additional information available on social media can be harnessed and amalgamated for better access to the candidate’s personal nature. Such recruitments can be carried through media tools such as LinkedIn, Facebook and Twitter. Internal recruitment should be based on performance statistics and job position knowledge. This would ensure less chance of bias and restoration of employee quality and diversity.

Based on the business arguments provided by CERA’s management team on workforce diversity management, it was found that they rely on the idea of effective recruitment and selection processes for diversity management. Therefore, a conceptual framework is presented to identify the possibilities and implementation strategies for such diversity management.

Recommendations:

Diversity management in workplaces is an integral part of workforce effective functioning and overall organizational goal attainment. Therefore, Human resource managers should analyze this aspect critically, thereby, chalking out the best possible way for diversity implementation and restoration through tactful management strategies (Hajro et al., 2017). With the growing globalization of the market, Organisations need to be judicious about its workforce management in situations where its environment is undergoing transmutations.

There is factual evidence that accentuates various challenges which managers face in managing equality and diversity in workplace environment with numerous studies conducted in varied fields such as local councils, private sectors and public sectors. Diversity management in workplace through HR must operate at tactical, operational and strategic levels. At strategic level, a management philosophy, relatable to organizational mission, vision and its business strategy, is required. It must also reflect top management level’s commitment to diversity.  At tactical levels, a varied range of HR policies needs to be formulated to support its management philosophies. Such policies development must be based on feedbacks from existing employees on existing diversity practices by HRM. At operational level, actual implementation of such policies occur involving educating employees, flexible employment, communication targeting amongst affinity group individuals and identity-based networking. However, it is important to note that at all such levels, line managers play an integral part in managing diversity at workplace. Delegation of responsibility is the thematic origin in HRM as well as in diversity management. It is often found that line managers are at odds with employee views in terms of iterations of organization’s racial equality policies. Therefore, involvement of line management in decision processes is useful for better understanding and effective implementations of diversity.

Many MNCs having diverse workforces, such as IBM, have involved in effective hiring of women and minorities for diversity restoration. IBM has set EEO targets in their recruitment practices. They have a special provision of six months in-house training for newly recruited candidates through demo classroom projects and skill development trainings with the look and feel of original organization’s cultural practices. Through such imitations of demo organizational environments, new candidates gradually familiarize and adapt themselves for the awaiting diverse environment, thereby, ensuring better performances and diversity management during job tenures. Therefore, implementation of a similar scheme could be beneficial for CERA as well. For example, Alcoa recruits high caliber candidates by harnessing candidate’s creative capacity. On a survey of 398 employees from varied Australian companies for studying 13 exclusive diversity practices, it was that 90% companies reported zero tolerance in workplace discriminations. In Another survey of sixteen model organisations of US, hinted at introduction of singular approach to equity rather than array of measures to ensure supportive organizational climate.    

Based on these evidences and the related business situation in CERA, it is recommended that along with improvements and linkage establishment between CERA’s recruitment process and diversity management, Mark French should also consider the fact that inculcation of diversity concept into selection processes is not enough. Rather, diversity should also be restored amongst existing workforces through performance appraisals, legal compliance, socio-cultural approaches, gender equality and equal opportunities for employees based on qualification standards.

Conduction of Performance appraisals by organisations enhances managerial and workforce performances along with effective motivation (Fujimoto, 2017). Equality can also be imbibed in this through conductance of management systems and cultural audits. Such audits must be capable of unleashing inceptions of potential biases to cultural groups and also identify corporate culture for curbing such indifferences. For example, in a research it is found that appraisal systems of many companies of United States have landed women and Asians at disadvantaged positions due to racial and gender discriminations. It was also cited that gender diversity enhanced constructive team processes while racial diversity repressed them. Therefore, organisations should conduct diversity and racial audits for workplace diversity reality checks.

Moreover, biased appraisals have far-fetched future performance efforts. In an analytic study of 115 Indian supervisors, it was found that ratings of low performers were inflated, thereby, ensuring presence of local cultural norms during appraisal processes. However, what is common in all of these cases is the absence of performance evaluation of manager’s job. Therefore, periodic evaluation of manager’s performance should be done to check such discriminations.

In addition to these, ‘cultural fit and it related components of power distance and paternalism’ framework must be critically analyzed by senior management group for better understanding of socio-cultural dimensions. Moreover, ‘cross-cultural communication’ frameworks, including individualism, power distance, masculinity, short-term emplacement vs. long-term emplacements with special attention to paternalistic leadership, should also be considered while farming management strategies for diversity management.  Paternalistic leadership is pervasive in varied business cultures such as Latin America, Pacific Asia and Middle East. Paternalistic cultures leads manager to consider their subordinate’s protection as an obligation for achieving their loyalty. Another important aspect of such framework is power distance since it implies restriction for an employee working in high power distances in hierarchical structures. For example, in a study of Australian Bank employees from 28 different countries, employees subjected to high power distances reported frequent incidences of workplace discrimination and recommended inculcation of diversity management emphasizing to curb power distance related problems within the organization. This aspect also has its impact on customer relations as it was found that customers in high power distances have expectation of lower service qualities. Therefore, it is mandatory to analyze this aspect for achieving enhanced customer satisfaction levels.

Conclusion

Employee recruitment strategies have a crucial role in labor market functioning and also in maintaining workplace equality and diversity. The analysis measures and discusses the organizational management’s role in diversity management. It also cites the important tools for assisting and achieving better workplace climates in terms of knowledge transfer and diversity. Human resource management system must ensure harvesting of knowledge in terms of turnover causes and the involvement of workplace climate in it.  Diversity management in workplace deserves critical analysis such that it can be incorporated from the very entry levels at such organisations. Managers should be sensitive to such climate in their company and also keep a periodic check for regulation of effective implementation and its associated effects on workforces. The recommendations and related examples of implementations, by varied companies, will help CERA in effective planning of recruitment strategies which may promote diversity in their workplace environment. The management of CERA can adapt the Paternalistic culture in order to ensure that can be able to gain competitive advantage from the existing market enhancing their organisational culture. It can help them to sustain in the competitive environment and expand their market to target new and existing customers for their growth and development.

References:

Articles:

ALISON GRISWOLDSEP (2013) Why ‘Thought Diversity’ Is The Future Of The Workplace [retrieved fromhttp://www.businessinsider.in/Why-Thought-Diversity-Is-The-Future-Of-The-Workplace/articleshow/23169224.cms ] (15 September, 2017)

Boris Groysberg and Katherine Connolly (2013): Great Leaders Who Make the Mix Work [retrieved from https://hbr.org/2013/09/great-leaders-who-make-the-mix-work ] (14 September, 2017)

LILY CHEAH (2013): Why workplace diversity is important for every organisation [retrieved from http://mystarjob.com/articles/story.aspx?file=/2013/4/20/mystarjob_careerguide/12948229&sec=mystarjob_careerguide ] (17 September, 2017)

Natalie Kenely (2013) : The importance of training in diversity management [retrieved from https://www.timesofmalta.com/articles/view/20130818/business-news/The-importance-of-training-in-diversity-management.482610 ] (16 September, 2017)

Shantanu Das (2017):How to Bring in Diversity in Your Organisation [retrieved from https://www.entrepreneur.com/article/299305 ] (17 September, 2017)

Journals:

Choi, S., & Rainey, H. G. (2014). Organizational fairness and diversity management in public organizations: Does fairness matter in managing diversity?. Review of Public Personnel Administration, 34(4), 307-331.

Fujimoto, Y., Härtel, C. E., & Azmat, F. (2013). Towards a diversity justice management model: integrating organizational justice and diversity management. Social Responsibility Journal, 9(1), 148-166.

Hajro, A., Gibson, C. B., & Pudelko, M. (2017). Knowledge exchange processes in multicultural teams: Linking organizational diversity climates to teams’ effectiveness. Academy of Management Journal, 60(1), 345-372.

Kulik, C. T. (2014). Working below and above the line: The research–practice gap in diversity management. Human Resource Management Journal, 24(2), 129-144.

Richard, O. C., Roh, H., & Pieper, J. R. (2013). The link between diversity and equality management practice bundles and racial diversity in the managerial ranks: Does firm size matter?. Human Resource Management, 52(2), 215-242.

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NETWORK PROJECT MANAGEMENT ASSIGNMENT HELP

NETWORK PROJECT MANAGEMENT

Executive Summary

Installing new networking system in the new store of Woolsworth is a very complex task to be initiated. The company management delivers a deep concern about this ongoing project. The main objective of this project is to expand the market accumulation with the help of smooth digital process. A number of risk factors are popped out due to this change such as the adaptation of the new system by the employees, the security issues and the customer friendly service. Nevertheless the company has faith upon its staff and this initiative has the potentiality to create a new generation of customer depends upon advanced technology.

Table of Contents

Project Objective and goals: 4

Objective: 4

Resource needs: 4

Gantt Chart and Network Diagram.. 5

Estimated cost. 5

Quality plan. 5

Project initiation: 5

Method’s for project time crashing: 7

Stakeholder analysis. 7

Communication plan. 7

Benefits and costs. 8

Governance and resourcing. 8

Management Approach. 8

Risk management plan. 9

Potential ethical issues. 10

Reference list. 11

Project Objective and goals:

This project aims to establish a networking system setup in Woolsworths. It deals with the installation of required devices and networking tools required for its newly opened outlet.

Objective:

1. To identify the system requirements of for the business

2. To suggest suitable systems for networking and subsequent installation

3. To analyze the feasibility of such installation including success criterias

4. To chalk out a high level schedule for carrying out such implementation process

5. To analyze the available resources

6. To analyze associated risk related to implementation

7. To identify ethical issues of such implementation

8. To ensure smooth network transition that supports the current and future needs of the company

Resource needs:

The required number of devices for office system installations is specified below:

 6 X Main PC’s

 2 X Laptops

6 X PRINTERS

1 X INTERNET CONNECTION

1 X Backup device (Attached Network Storage)

The required network technology is enumerated below:

1 X Broadband router

1 X 4 PORT N/W SWITCH

1 X 8 PORT N/W SWITCH

1X WIRELESS ROUTER

15 X 10 METERS PATCH CABLE

2 X ETHERNET POWER ADAPTERS

1 X PRINT SERVER

Gantt chart and Network Diagram

IRMRR.PNG

Table 1: Gantt Chart

(Source: Created by the author)

internetnetworkdiagram.png

Figure 1: Expected networking system for Woolsworths

(Source: Created by the author)

Estimated cost

A budget of $10,000 has been earmarked for project implementation with 8% of discount rate.

$6500 has been estimated for system equipment purchase cost with additional $3000 for implementation charges and $500 for research processing.

Quality plan

With the rapid business growth of Woolsworth and their new outlet opening, there has been a requirement of network upgradation as well as new system installation. The new network system is to be installed needs to fulfill two criteria for its quality working, namely, proper coordinated functioning with the systems of new outlet and providing support to new and existing network of the company.

Project initiation:

Identification of potential issue considerations before project implementation:

Before proceeding to system implementation, certain issues are to be considered. When a company network expands, its original network often fails to keep pace with its new expansion. The Business often adds several hardware networking devices, of varied quality, from varied manufacturers and sometimes, it also implements varied topologies for connection establishment with new users or newly installed devices. However, this may cause quality degradation in existing network with the addition of every new user or device within the topology. Continued network adaptation problem may result in improper network functioning. Such incidents may result in frequent network upgradation requirements.

Site surveying:

It is extremely important to understand the prerequisites of project implementation by gathering detailed information of the existing systems and network specifications used by the company (communications.gov.au, 2017). This information to be sited in the survey are:

  • Number of network users and equipment types including estimation of required network strength and its accommodation capacity for new users in every 12 months.
  • Estimation of future network growth subjected to business growth estimations for chalking out a long-term quality network performance
  • Estimation of present network status as used by the company
  • Chalking out of physical layout and networking infrastructure
  • Estimation of wireless requirements
  • Analysis of present privacy and security status and their scope of improvement

Project Planning:

Physical topology documentation:

The actual location of cables, computer and supporting peripherals are planned according to premises design for final implementation along with wiring closets and two other accessing points within the wireless network coverage area.

Logical topology documentation:

The Data path within proposed network is chalked out with planning of proper positioning of router, and layer three addressing of router gateways, end stations as well as other networking devices for final implementation. The routing location, firewall filtering and translation of network addresses is also carried out.

A partial mesh topology is selected for network implementation which ensures that in cases of network failure, data transitions can occur through alternative paths.

Project Executing:

Responsibility division amongst project team members:

ISP onsite technician: to perform site-survey and proper documentation of network setup requirements.

Network analyst: to plan logical and physical topologies

Network engineer: to specify system requirements

Implementation engineer: to implement system design as proposed through documentation

Maintenance engineer: test and rectify loopholes within implemented network system.

Project Manager: overall supervision in documentation, designing, implementation and testing.

Method’s for project time crashing:

The Project time could be crashed through pre-installation site surveying and simultaneous three level testing. Moreover, implementation process can be subdivided into system installation and network installation for better and faster project processing.

Figure 2: WBS Structure for implementing new networking system in Woolsworth

(Source: Created by the author)

Stakeholder analysis

Stakeholder analysis can be implemented as a technique in order to identify and assess the effectiveness of major people who are associated to the business organisation. It can help or influence the project manager to analyse the success rate of every activity related to the current project. As Woolsworth is one of the biggest supermarkets in Australian market, their major stakeholders are their employees, suppliers, distributors, customers and staff (Blomquist et al.  2016).

In order to implement every activity which are mentioned earlier in the following report, as a project manager, it is important to assess the influence of the major stakeholders. It can help the project manager to generate effective decision making process to implement the right resources to develop a successful networking system and help Woolsworth to increase their business proceedings in the market. Moreover, the assessment of stakeholder’s influence can help the project manager to set specific courses of action to implement the activities systematically. According to the viewpoint of (Shastri et al., 2017), importance can act as an indicator that can help project manager to identify the interests and requirements of major stakeholders of the company and to fulfill every objective related to the current project. Application of stakeholder analysis can help project manager to determine the key importance and influence related to the major stakeholders of the company. It can also help to assess the potential risks which can generate through the application of project in the working procedures of Woolsworths that can create problems to serve better services and products to their customers and to maintain employee engagement.

Communication plan

Managerial Support

The management needs to support their employees and staff so that they can adapt the new networking system in order to maintain their business proceedings effectively (Schwalbe, 2015). The management needs to maintain effective communication process to help their employees and staff to understand the requirement of new network system.

Employee Involvement

Employee involvement is necessary to implement changes as it can help them to enhance their performance to satisfy their customers.

Benefits and costs

A budget of $10,000 has been earmarked for project implementation with 8% of discount rate.

$6500 has been estimated for system equipment purchase cost with additional $3000 for implementation charges and $500 for research processing .the new system will reduce company staffing cost by $1,000 per month and increase revenues by at least another $500 per month, thereby, increasing overall profitability by $1,500 per month. Maintenance cost is estimated at around $1200 per month.

In addition to this, a managed service solution will be provided by service provider to the company for periodic system maintenance, updating and purchases if required. This will reduce maintenance costs and also curb network conflicts due to varied incompatible networking device installation. Moreover, network security issues can be resolved better. The Costing for services will be provided on a monthly basis with minimal up-front charges.

Governance and resourcing

The company director’s board along with the director of service providing agency will be the governors for this project. They will coordinate and supervise the management staff of respective departments for fulfillment of this project. The Executive manager will be the project sponsor governor. All of these members will together monitor and suggest improvement of system designs and maintenance.

Management Approach

A systematic approach is needed to overcome the obstacles regarding implementing the networking system at Woolsworth. First, the management has to estimate their objectivity and then the benefit they will achieved after installing network system in Woolsworth (Baker et al. 2016). The motive of the management should be focused on the long term as well as the short term perspectives. In this regards the strategy has to be divided into 3 different segments, 1. The benefits,  2. Cost efficiency and 3. Market orientation

In case of the management of Woolsworth the benefits of installing a network system is pretty profitable. The network system will develop a communication chain with the buyers and that will help to earn profit for the company. Not only this, an efficient networking system also able to make connections with the employees. Thus the company as well as its employees both will be able to know about the company development (Blomquist et al. 2016). For the company, it is also significant that a transparency at network can make a good working environment which formulates loyalty of its employees.

Huge expenditure has never been tolerated by Woolsworth. Naturally the company management wants to set up a networking system with a low installation charge or a minimum maintenance cost. The installation of this networking system is initially a cost burden issue. Though a minimum maintenance cost will be levied that becomes profitable for the company (Tran & Pedler, 2017).

Market orientation is another perspective that the authority has gazed upon. In the context of Woolsworth all the process is related to its market orientation. Market orientation means the management wants to check the reaction of its employees and at the same time review the marketing strategy by evaluate the acceptability of the system among its customers. Based on this review the government will set its long term and short term goals and the future plan whether to continue this system or not (telcomanagement.com.au, 2017).

Risk management plan

It is a vital strategic plan for any company. Most of the retailing industries are depended on digitalization. So any kind of security breach or technical malfunctioning can cause severe financial loss of a company. That is the reason why every company has counted on their risk management plan. Basically risk management is a prop to secure one’s business (Van Der Meer et al. 2016). In networking sector it plays a role of an investigator to protect digital access including internal and external information of a company.

It is evident that in digitalizing a store the main focus has to be on security and the upgradation of the existing networking system. In many cases there is a plenty of examples of an upgraded version had been crashed and the company suffered a huge loss. So, the new system always has to be user friendly and well protected.

Another key component in this regards is, there is always a risk while upgrading or installing a new system that the staff do not adapt the new system very well. Therefore, a simple networking system with effective proficiency and well security is always in need (Anthopoulos et al. 2016).

Before installing any new system, it is very important to go for a demonstration of the new process. Changing or installing a new system is a big step for any company and so it is also necessary to choose the right system that can be reliable and provides everything that the company need.

Potential ethical issues

The most sensitive part of a company is to secure the vital company information. On that context ethical behavior is so relevant. In terms of networks, ethical behavior is incorporated in the mutual orientation, required from the actors while establishing networks. It is based on some structural and process-related features like continuity, adaptation, informality and asymmetric relationship.

 In case of Woolsworth the primary concern is focused on the adaptation of new system and the internal security. A weak or bad way of security can cause security threat for the company. In a number of cases it was found that negligence over security policy resulted stolen of necessary information of a company (Schwalbe, 2015).

It has also been found that, very often the administrators give a lot of permission to the employees and the staff takes it as an advantage and as a result the staff can manipulate the clandestine information of the company. Therefore the principle concern of the Woolsworth management is to look after these issues firmly.

Reference list

Journals

Baker, M. K., French, E. L., & Hatcher, C. A. (2016). Isomorphic forces and their effects on gender gap in Australian project-based organisations.

Blomquist, T., Farashah, A. D., & Thomas, J. (2016). Project management self-efficacy as a predictor of project performance: Constructing and validating a domain-specific scale. International Journal of Project Management, 34(8), 1417-1432.

Shastri, Y., Hoda, R., & Amor, R. (2017, February). Understanding the Roles of the Manager in Agile Project Management. In ISEC (pp. 45-55).

Meiring, W. J. (2016). Risk culture at senior and middle management level: a telecommunications case study (Doctoral dissertation, North-West University (South Africa), Vaal Triangle Campus).

Lloyd-Walker, B., Crawford, L., & French, E. L. (2016). Uncertainly as opportunity: The challenge of project based careers.

Anthopoulos, L. G., Ipsilantis, P., & Kazantzi, V. (2016). The project management perspective for a digital city. In Project Management: Concepts, Methodologies, Tools, and Applications (pp. 793-811). IGI Global.

Duffield, S. M., & Whitty, S. J. (2016). Application of the systemic lessons learned knowledge model for organisational learning through projects. International Journal of Project Management, 34(7), 1280-1293.

Van Der Meer, S., Smith, S., & Pang, V. (2016). The Use of ICT to preserve Australian Indigenous Culture and Language-a Preliminary Proposal using the Activity Theory Framework. arXiv preprint arXiv:1606.01436.

Books

Schwalbe, K. (2015). Information technology project management. Cengage Learning.

Lientz, B., & Rea, K. (2016). Breakthrough technology project management. Routledge.

Laudon, K. C., & Laudon, J. P. (2016). Management information system. Pearson Education India.

Nicholas, J. M., & Steyn, H. (2017). Project management for engineering, business and technology. Taylor & Francis.

Article

Tran, N. H., & Pedler, D. (2017). The impact of extensive loss of telecommunications on general practice: A case study in rural Victoria. Australian Journal of Rural Health, 25(2), 77-84.Chicago

Hogarth, K., Hutchinson, M., & Scaife, W. (2016). Corporate philanthropy, reputation risk management and shareholder value: A study of Australian corporate giving. Journal of Business Ethics, 1-16.

Websites

telcomanagement.com.au (2017) Telco Management | TEM | Telecommunications Expense Management [Retrieved from http://telcomanagement.com.au/, 14.09.2017]

communications.gov.au (2017) A competitive telecommunications regime for Australia [Retrieved from https://www.communications.gov.au/policy/policy-listing/competitive-telecommunications-regime-australia, 10.09.2017]

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Risk Management of Victorian Government Assignment Help

Risk Management of Victorian Government

Table of Contents

Introduction. 3

Current security risks and concerns considered by the VIC government. 3

Areas of: high, medium, medium-low, and low-risk exposure. 3

Comparative analysis of the Deliberate and Accidental Threats and rank those threats in order of importance  5

Challenges that the VIC government is going to face while deciding on whether security/risk management should be carried out internally or externally. 6

Difference between the concepts of ‘’Risk’’ and ‘’Uncertainty’’ 7

Different approaches available to the VIC government for risk control and mitigation. 8

Introduction

The community of Victoria has an expectation that the government of the city will be vigilant and alert at all times and will also respond if there are any matters of potential safety issues, harms or security. The wellbeing of the Victorians is taken to be the most priority here. For meeting this expectation, the government has taken some strategic objectives and goals. The government has prepared themselves for all kind of risks by having a risk management action plan in place (Oecd. 2017). The public sector is required to be innovative, productive, effective, anticipating in making risk assessment and taking measures to control, manage and prevent them. This paper deals with how government of Victoria has considered all the security related risks and how has the planned for it.

Current security risks and concerns considered by the VIC government.

Areas of: high, medium, medium-low, and low-risk exposure.

An integral part of a good practice is management of risks. The commitment in responsible for risk management helps keeping exposure to risk of low, medium, high or medium-low at a bare minimum level. They also help lowering of any injuries or any loss to be occurring potentially. Risk management does not just involve solving risks which are bound to occur but also assessing potential risks which might or might not occur and take proper preventive action for that. The various benefits of risk management are that the government can anticipate things before hand and react to such risks. Any potential changes for a damage or a loss of a financial nature, reputations or confidence of stakeholder can be kept at a minimum level. It is essential for the Victorian government to have a risk management plan which helps them conducting assessment of risks before any event is conducted. Which means before an event takes place all the potential risks are recognised and rated. As per its severity the risks are classified into high, medium and medium-low types (Arogundade, 2011). Based on individual category a control action is planned and executed for minimising the occurrence of such risks during the event.

Following is a chart which helps understanding the concept of high, medium and medium-low risks

Likelihood Outcomes
Insignificant Negligible Moderate Major Extreme
Remote Very low  Very low  Low Medium High
Unlikely Very low  Low Medium Medium High
Possible Very low  Low Medium High Very High
Likely Very low  Low Medium High  
Almost certain   Low Low Medium High Very High
           

Evaluation of the risks which are in the disclosures of the Australian government information system along with the arrangements of outsourcing consist of making considerations of the risks which comprises inside the tolerances of the agency risk and the options of potential treatments. Under some situations where there is an access made in an unauthorised manner or the information of the Australian government has been disclosed can be quantified on financial terms in relation to revenue losses the government needs further enactment of its provisions. Determination of risk is just a calculate related to the finances which every agency is undergoing after considering many different factors. There are factors such as reputational cost potentials related with a disclosure which can be if a citizen loses business data. In such situations calculation of the severity of such risks becomes a really complex process. To accept that there is a risk which is residing takes time. Moreover, there are risks in relation to outsource security related data to other agencies (Shahri, 2012).

 

Comparative analysis of the Deliberate and Accidental Threats and rank those threats in order of importance

One of the critical issues which remains in any state or city is security related issues while making safety in operations of IS or Information Systems.  By recognising the threats related to information systems the government can create an efficient plan of action for measuring the level of security it has for the first stages of risk management. There have been many trails to categorise the different threats IS having. There are new type of threats occurring to the HIS or the Health Information Systems and this is a concern which is consistently present for all the developers of such systems. The Victorian government has made an acknowledgement that the society today runs on innovation. However, such innovation must not be at the expenses of the fundamental right of people towards privacy. A security program which is ideal and effective is one which has a well-balanced combination of technological as well as human control for preventing risks of data loss, accidental unauthorised activity or deliberate unauthorised activity or illegally accessing government data. For example, in the health care sector information and communication technology is being used for creating the electronic health information system. The potentials of the information related to healthcare is completely difference as it aids in enhancing life quality and efficiency. It reduces cost in the medical field and saves end number of lives just by sharing and accessing data and information supported by technology.

The potential harms which can be made are known as threats. There can be various internal or external sources from where threats can come. Such threats which are made intentionally aiming at asset information, actions by humans which can damage some information ae known as deliberate threats. Damage caused to the information due to some event or an environmental issue can be categorising under an accidental threat. The government however has made provisions in Victoria for both the kinds of threats prevalent in the pace. In the order of important Deliberate threats are the most crucial ones and then comes the accidental ones. Following are the list as per the order of its importance’s: –


Deliberate threats-

  1. Destruction of information
  2. Manipulation of data
  3. Damage of software or hardware
  4. Manipulation of software or hardware’s

Accidental/Environmental threats-

  1. Natural disaster
  2. Earthquake
  3. Fire
  4. Flood
  5. Storm
  6. Power Supply Failures
  7. Tidal Waves
  8. Contaminations

Below is a small instance of damage caused by bush fire natural risk

Challenges that the VIC government is going to face while deciding on whether security/risk management should be carried out internally or externally

The VIC government is contemplating whether some of the security or risk management activates can be outsourced. Hence the time has come a decision needs to be taken whether such measures will be carried out either internally or externally. Certain governances are implemented in this regard. The organisation which the work will be outsources must ensure that all the contractual based service providers who has the complete access to the public data certainly never engages into any practice which is against and has a conflict with the Victorian Protective Data Security Standards. The main objective of this is to ascertain that the public data needs to be protected in all its core security related domains by issuing this VPDSS standards into the operational processes (Anonymous2017). The VGRMF or the Victorian Government Risk Management Framework makes an explanation that the minimum amount of risk management required by the agencies are needed to be met for demonstrating that risks are managed effectively. These includes various risks such as inter agency or state related concerns. This makes an outline of the various responsibilities the agency has. There are some guidelines and principles which has provided an internationally accepted best policies and practices of risk management.

Today the concept of outsourcing has become popular. It is a practice today to outsource risk management aspects to specialised third party agencies. However, whether it is in case of organisations or the government this calls for various challenges and risks. Some organisations do enhance by outsourcing their plan control and management aspects. However new type of risks and challenges has crop up. There is also a more emphasis made on the various internal controls, governance and data security and the privacy liability of the agencies. Non compliances by third parties needs to be securitized at all levels. Following are the various challenges: –

  • Whether the objectives of outsourcing are well aligned with the overall strategies of the Victorian government. The government has an operating model which is its target and the outsourced agency must abide by it.
  • Whether the agency has a proper understanding of the various scopes, constraints and requirements.
  • The various case drivers whether the agency will be meeting them.
  • The new operational model is a change from the original one. To understand whether the agency whom risk management is outsourced has the right plans, tools, process, systems, cost and resources so that any changes can be effectively managed by the firm.
  • Whether the firm has technology related risks associated with its process.
  • The various regulatory requirements, tracking needs and how the agency will be addressing them (Deloitteeditor, 2017).

Difference between the concepts of ‘’Risk’’ and ‘’Uncertainty’’

There occur many circumstances which can be considered as risks. Risks are events which can cause a loss or has a danger associated with it. The concept of an uncertainty is different.  Uncertainty is an absence of an understanding of what will be the results of a particular action or an event. The Vic government has made a comparison chart between risks and uncertainties.

Risk and Uncertainty comparison chart

Comparison Basis Risks Uncertainty
Meaning Probability of with loosing or either winning something due to an event or an action is risk A circumstance where future results and events are not known is uncertainty.
Calculations This is measurable This is not measurable
Results The potential chances of the results are known and anticipated. The potential results which will be occurring are not known or anticipated
Control These are controllable things These are not controllable things
Minimisation Yes they can be minimised These cannot be minimised
Probabilities There are assigned probabilities These probabilities are not assigned.

Primary differences in between risks and uncertainties are as follows: –

  1. Risks can be defined as events which the government can anticipate and which will either cause a damage or a benefit.  Uncertainty are conditions where the government has no idea or knowledge abbot the occurrence of some future events.
  2. Risks can be quantified and measured by using many theoretical models. However, it is not possible to use theories and measure uncertainties. This is because there is no control over any future event.
  3. The outcomes of risks are known. But in case of uncertainties these are unknown.
  4. By using methods and techniques risks can be measured and controlled. But, uncertainties are those which are out of the control of any government, individual or business organisation.
  5. For the purpose of minimising the effects of risks there are measures taken but there are no methods which helps people minimise uncertainties (Kastelle,  2017).

Different approaches available to the VIC government for risk control and mitigation.

There is different type of risks for which the Victorian government has initiated by legislative regulations which are as bellow

Privacy and Data Protection Act 2014– The VIC has the Privacy and the Data Protection Act year 2014 or the PDPA which makes crucial transformation and regulations on the data protection landscape in the public sector of Victoria. Protective data security functions are set up in the PDPA which covers the following areas:-
a) Develop the framework of the Victoria Protective Data Security.

b) The VPDSS or the Victorian Protective Data Security Standard issues must be covered.
c) A regimen must be made which will monitor and assure data security of public sectors.

Under the PDPA Part Four, the Victorian government provides guidelines and directives to the public sector in Victoria to agencies and enterprise on the obligations of data security. All these reflects the operating security requirements of the enterprise. A capability to manage risks and security issues are developed and with the help of guidelines and risk management principles this are implemented. Under this framework a public sector data signifies  all the various information inclusive of personal information’s which are fetched, stored and received by any agency on which Part Four is applicable on.

Data security protective measures

The protection of data security is basically the practices used by the agency to implement the various security measures for protecting any information related with the Victorian government. The organisations at the public sector can fetch the required data security protection by forming and making documentation of ISMF or the Information Security Management Framework. This satisfies all the governance and all the different domains related to information related to protective data security, ICT or information communications technology personnel and security of physical documentation, guidelines, standards and adopts a rightful framework for identifying and implementing security provisions. For smaller sized organisation who does not have the exact level of staffing or budgetary provisions in compliance with all the standards and requirements that jointly it uses an approach for implementing the host organisations. Such agencies might now use the systems of the host organisations, process or the existing security policies, resources and information.

Standards of Victorian Protective Data Security

The VPDSS or the Victorian Protective Data Security Standards develops a mandatory guideline requirements having 18 levels which helps keep public sector data protected. It provides governance over all the different information domains, ICT, personnel and physical security. These standards are being supported by four protocols. Such protocols follow a consistent level of improvements to the plan, process, checks and acts. With this organisation are enabled to assess the security controls in a consistent level. Security measures are made by the government as per new threats or updated threats and sensitive information breaches. The standard helps take care of the responsibilities of the policies and operations of the Victorian government. An important role is played by all the public sector organisations of Victoria which are played in delivering various critical services and reflect the approaches of national and international things. The government focuses completely on the information security rather than focusing on assets of official nature.

Examples of mitigation responsibilities:

  • A regimen is established. In this structural framework tracking is made. Public sector data is assured to be kept at a secured level.
  • Responsible practices of data security protection are promoted.
  • Various tracking activities in public sector involved assurances, audits, and compliances in relation to the standards of data security are developed
  • A formal recommendations and reporting of data security are referred
  • Research is undertaken which are relevant to the public sector data security.

The above paper has helped understanding that for every organisation and government it is extremely important to secure their data. For this regular risk assessments are needed to be made. The assessment helps understanding what risks or uncertainties can crop up in the future. If the security management responsibilities are given to any external agency, then the government ensures the agency abides by all the compliances. For this various standards are to be met. For the accuracy of the security measures agencies must be in adherence with these standards and policies. The VIC is always there to make timely guidance to organisations.

References

Arogundade,O. (2011). Vulnerability Analysis Approach to Capturing Information System Safety Threats and Requirements. International Journal of Software Engineering and Its Applications, 5(4), 914.

Anonymous. (2017). Darpgnicin. Retrieved from http://darpg.nic.in/sites/default/files/ICRM_Framework1.pdf

Deloitteeditor. (2017). Wsjcom. Retrieved 25 August, 2017, from http://deloitte.wsj.com/riskandcompliance/2014/03/03/managing-early-stage-outsourcing-risks/

Kastelle, T. (2017). Business Insider. Retrieved from http://www.businessinsider.com/difference-between-risk-and-uncertainty-2013-3?IR=T

Oecd. (2017). Doiorg. Retrieved from http://dx.doi.org/10.1787/9789264208636-en

Shahri, A. B. (2012). A Tree Model for Identification of Threats as the First Stage of Risk Assessment in HIS. Journal of Information Security, 3(1), p169-178.

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THE BUSINESS RATIONALE FOR DIVERSITY MANAGEMENT ASSIGNMENT HELP ANSWER

THE BUSINESS RATIONALE FOR DIVERSITY MANAGEMENT

Table of contents

Introduction. 3

Methodology. 3

Findings. 4

Analysis. 5

Conclusion and recommendation. 7

Reference List 10

Introduction

The first step in organisational commitments related to diversity management is building a robust business rationale for the company. There are evidences which show that the effective management of diversity turns out to be a successful factor for the organisations. The effects of diversity have great importance on the performance of the organisations. There are certain factors which explores the link between the diversity dimensions (such as age, gender, ethnicity, nationality, educational background) and the organisational outcomes (like effectiveness, team performance, quality of decision making, reputation of the organisation, and overall financial performance). The crucial factor responsible for diversity management is its effectiveness. The results are generally inconclusive which shows confliction in diversity outcomes (Ashikali & Groeneveld, 2015). There is real need for proper enthusiasm in order to perform effective diversity management and inclusion among the various organisations across the globe. Here we are doing the research study on the company CERA and put forward many challenges for the company so as to present its diversity strategies in an efficient manner. For attaining the target the company cannot have a quick fix for the issue. The company has to develop a robust and customized business case in order to engage their stakeholders. This can help CERA to manage diversity rationales properly.

Methodology

The research study consisted of interviews conducted with the leaders of the organisation. Certain factors that were taken into consideration during the research process are size of the organisation, its country of origin, the sector and the level of sophistication in diversity. By conducting the research studies, reports were generated which presented the picture of business complexity for the diversity management across the globe. The diversity programs for the company CERA need to be aligned with strategic plans. It includes quantitative goals and measures the progress of its employees. The employees need to become involved in the community in order to promote diversity. There is a need to be deliberate with the hiring practices of the organisation. The companies can use company intranets where the diversity committee can post updates and information regarding the organisation. As per Kunze, Boehm & Bruch (2013), a successful diversity program can give the organizations a chance to manage it correctly and can align with the business strategies of the company.

Findings

There are certain key findings that were observed while doing the research process. The focus related to the business rationales in diversity has seen an expansion. This expansion varies from the values of shareholders to the stakeholders and the global value chain. According to Kulik (2014), in approach to proper diversity management, there seems to be a growing need for developing evidences. This would help to suit the needs of the organisations in various different sectors and locations in many different ways. The diversity policies also play an important role in diversity management. It helps in benefiting the organisation and may help in increasing the maturity of diversity programmes implemented by the companies or organisations. The organisations must also try to reflect on their stakeholders and also look over the demands in their business environment (Fay et al. 2015). One of the important factors that can play an important role in crafting the business rationales is the workforce of the organisation. The business rationales for diversity connects with the workforce diversity and results in some set of organisational outcomes. These outcomes are beneficial for the organisations to maintain proper business diversity. In recent times, the organisations are increasingly shifting their practices from the best of practices to customised practices that would further help in the benefit for the organisation. Nowadays if organisations are not able to manage diversity properly they may be left behind and are at a risk of being out of date. In the most recent global survey for CEOs, it was derived that 77% of the companies have already adopted diversity management practices or strategies and some are planning to adopt in the next 12 months. Diversity helps to plug the talent gap for businesses and is also considered good for the society. Diversity has now become one of the biggest concerns for the CEOs across the world. A good workplace can not only benefit the organisation but also can increase the economic growth for the country (Downey et al. 2015). By increasing the female employment levels, it has helped to increase the GDPs of various countries like GDP increase of 5% in the US, 11% in Italy and 27% increase in India. This can in turn have positive social impacts. Diversity can also help in bringing opportunities for better learning and growth. People working from different backgrounds and also with different working experiences and styles can help a lot in learning.

One essential thing for establishing a business rationale argument for CERA regarding diversity management is data gathering. The main challenge is to find relevant measures in order to support the business rationales for the workforce diversity. CERA collects both hard data and soft data from within and outside the organisation so as to formulate the business arguments. An interview was conducted with the principal advisor for diversity in CERA. It was highlighted that CERA is developing local diversity and inclusion plans considering each of its major working sites of the company. These plans are mainly business led and is functionally supported. Those are built for specific local needs in order to develop, retain and recruit the diverse talents within the company and try to create an inclusive culture. It has been seen that there exists an increasing pressure by organisation like CERA on their diversity officers to generate an account related to the impact of proposed diversity. Business environment is also an important factor which helps in crafting the business rationales for the company and identifying its local priorities. The workforce diversity issues are needed to be understood in terms of their local context as direct transfer would intervened the current challenges faced by the company. The environment of the company must not be static and fixed in nature.

Analysis

Research analysis shows that presence of diversity in CERA improved the quality of decision making, helped in providing better solutions and was also helpful in generating innovative ideas. Research study has depicted a picture that if there are well-managed diverse teams, the company may experience better ambiguity in the development phase. This further leads to greater innovation in the diverse teams for CERA. For “value in diversity” argument it is seen that information sharing and constructive task-based conflicts have proved to the key benefits for the company. As per Solnet, Kralj & Baum (2015), another factor is heterogeneity in group or team membership which in turn reflects in the attitudes, knowledge, and certain beliefs which generates new ways for problem viewing. It is seen that well-managed diverse teams will tend to have superior performance indicating strategic importance of HRM in CERA. It mainly focuses on production of diversity dividend and in turn adds values to diversity management of the company. Another factor is the long term payoffs given by CERA. As per Baum (2015), this is basically related with the organisational learning and knowledge creation within the organisation. HRM strategies for the company basically are used for looking over the quality of decision making, ways of problems, innovative ideas, and creativity benefits related to diversity (Jamali et al. 2015). It is necessary to foster the organisational learnings and the knowledge firms must emerge. The workforces in CERA must be able to remain flexible and conducive to generate new ways of thinking and uniqueness towards work.

The extent of diversity management within the company can be increased by applying the proactive diversity strategies which can add values to the individual’s outcomes. It is seen that only those strategies are successful that can help in improving the job satisfaction level among the workers which will lead to multiple effects across the organisation of CERA. Those individuals who are in the dominant group tend to have higher level of job satisfaction and are more committed towards their work because they are able to get higher level of co-worker support, receive superior rewards, have better access to adequate resources and also experience greater autonomy. For those who are outside of the dominant group within the organisation, the job satisfaction level can be low for them and do not get access to equal rewards or get any kind of advancement opportunities within their organizations (Andrevski et al. 2014). By the use effective diversity management strategies it is possible for CERA to address such issues and can help in improving the individual’s job satisfaction level. As we know, job satisfaction is somehow linked with the organisational commitments which in turn linked with absenteeism and turnover for every individual, their actions to address such issues and helping in the improvement of individual’s outcomes. This would result in the benefits for the organisational outcomes of CERA. Furthermore, if the firms of CERA fail to address the issues related with diversity management, the company will have to struggle to add values to the bottom line for the company. This will require diversity management strategies to be implemented within the organisation (Janssens & Zanoni, 2014). There is a huge need to raise awareness for the diversity issues as per certain surveys conducted across the world. The values related to the diversity issues require a very strong organisational base or foundation which is based on equity, respect and opportunities within CERA.

Learning also has a great importance in adding values to diversity. Learning is basically conflictive in nature. It can also be experimental sometimes. It has been seen that diverse workplaces tend to have greater capacity in tackling problems which have more complexions in it and provide better solutions. CERA also follows this strategy within their organisation. This helps in creating a greater pool for innovative ideas and also the interactions can produce better solutions. The challenge for the company is to manage such diversities within its organisation more effectively in order to harness the desired outcomes. The CERA Company’s business model focuses on assisting the managers to argue regarding the case for having a deep understanding of the impacts of diversity management on specific learnings and innovations. Innovation also has an important place in diversity management process for CERA. Innovation basically deals with the transformation of new ideas into some new process, products or services within the organisation. Innovations must be of value to the company and its main aim is to generate some sort of competitive advantage for the organisation. Innovation is sometimes seen as a key factor for growth and dynamic state in the business of the company. At individual level, innovators may be categorised as those:

  • Having strong dislike for the status quotient
  • Having questioning minds
  • Who are from outcast groups
  • Who have fresh perspectives
  • Who are new to the organisation of CERA

The challenges faced by the managers of CERA are to properly ensure their employees to feel comfortable with clashes that may happen and tend to see conflicts as beneficial and productive in nature. A diverse workplace will give an experience of learning things differently. It is often seen that the advantages of innovation and learning may not simultaneously appear in case of diverse workplace within the organisation. The main thing that has to be considered is that diversity is to be managed effectively.

Conclusion and recommendation

From the above research study conducted on the CERA certain points can be concluded. There is a great need of diversity management in any organisation. Here we are considering the research study for the company CERA for increasing the diversity within its organisation. The business rationale arguments for diversity management seemed to be quite convincing while doing the research study for the company. Diversity within the company is solely related to the benefits of the organisation and can help in its proper functioning. The job performance of the employees or workers that are working within the company can also be uplifted using diversity management strategies. CERA has adopted several diverse management strategies for its organisation and has ensured to provide better functioning.

There are also certain recommendations that CERA needs to implement within its organisation.

Some of these have been discussed below:

  • The company needs to broaden its business case or rationales. This mainly relates with the diversity issue of the company which also includes the economic necessity to widen their talent base and tackling inequality within organisation. Business rationale arguments of the company should not only deal with diversity factors but also focus on the inclusive culture.
  • The company needs to build a strong evidence base. The company needs to engage more in data gathering process, monitoring and analysing the activities in a systematic approach for proper demonstration of its rationales. Organisations like CERA needs to identify their available data and also the new data required for its use. It is essential to collect qualitative and quantitative evidences for building robust business rationales for the organisation for effective management of its diversity issues. The diversity approaches must be sensitive to local contexts and must target on sharing of good practices.
  • The business rationales of CERA must be in a systematic manner rather than just the usual approach. This would in turn require to focus on long term gains rather than just focusing on quick-fix solutions for diversity issues. The business rationales must be promoted through proper engagement. While developing a business rationale it is important to have a focus on the stake holders, business environment and also on the development of diversity programmes for the company.
  • Another recommendation includes the engagement of the finance function. It is necessary that diversity management should be seen as a responsibility to all the members of the organisation. The finance function has an important role to play in the design and implementation of various diversity management policies of CERA. The finance function has a great need to play a proactive and central role in proper management of the diversity related processes which includes data collection, its analysis and also reporting. Organisations like CERA often have a wealth of employee data in their company. As per Tracey (2014), the finance function also offers its expertise into mining of the existing workforce of the company so as to generate a link between the diversity and its related performance. The diversity and finance function can together help in exploring about the current data and what the data reveals about the diversity and identification of future requirements.
  • Last recommendation is to move from the best practices to the customised practices. By implementing it CERA can manage its policies and programmes related to diversity in an effective manner. There is great need of a strong business case which is crucial for convincing all the organisational members about the real importance of diversity management. It is required that an organisation must move from the pursuit of best practices to the development of the customised practices which are generally very sensitive for the organisation of CERA.

Reference List

Andrevski, G., Richard, O. C., Shaw, J. D., & Ferrier, W. J. (2014). Racial diversity and firm performance: The mediating role of competitive intensity. Journal of Management, 40(3), 820-844.

Ashikali, T., & Groeneveld, S. (2015). Diversity management in public organizations and its effect on employees’ affective commitment: The role of transformational leadership and the inclusiveness of the organizational culture. Review of Public Personnel Administration, 35(2), 146-168.

Baum, T. (2015). Human resources in tourism: Still waiting for change?–A 2015 reprise. Tourism Management, 50, 204-212.

Boehm, S. A., Kunze, F., & Bruch, H. (2014). Spotlight on age‐diversity climate: The impact of age‐inclusive HR practices on firm‐level outcomes. Personnel Psychology, 67(3), 667-704.

Downey, S. N., Werff, L., Thomas, K. M., & Plaut, V. C. (2015). The role of diversity practices and inclusion in promoting trust and employee engagement. Journal of Applied Social Psychology, 45(1), 35-44.

Fay, D., Shipton, H., West, M. A., & Patterson, M. (2015). Teamwork and organizational innovation: The moderating role of the HRM context. Creativity and Innovation Management, 24(2), 261-277.

Jamali, D. R., El Dirani, A. M., & Harwood, I. A. (2015). Exploring human resource management roles in corporate social responsibility: the CSR‐HRM co‐creation model. Business Ethics: A European Review, 24(2), 125-143.

Janssens, M., & Zanoni, P. (2014). Alternative diversity management: Organizational practices fostering ethnic equality at work. Scandinavian Journal of Management, 30(3), 317-331.

Kulik, C. T. (2014). Working below and above the line: The research–practice gap in diversity management. Human Resource Management Journal, 24(2), 129-144.

Kunze, F., Boehm, S., & Bruch, H. (2013). Organizational performance consequences of age diversity: Inspecting the role of diversity‐friendly HR policies and top managers’ negative age stereotypes. Journal of Management Studies, 50(3), 413-442.

Solnet, D., Kralj, A., & Baum, T. (2015). 360 degrees of pressure: The changing role of the HR professional in the hospitality industry. Journal of Hospitality & Tourism Research, 39(2), 271-292.

Tracey, J. B. (2014). A review of human resources management research: The past 10 years and implications for moving forward. International Journal of Contemporary Hospitality Management, 26(5), 679-705.