Assessment 1 Part A – Cost-Benefit Analysis Instructions Analysis for a change project that is being considered reveals that it will cost $70,000 to establish (in year 0), and that the recurring costs for the next 3 years will be $25,000 (in years 1, 2 & 3). There will be no benefits in year 0, but there will be $96,000 worth of benefits each year in years 1 through to 3. Using the formula above, calculate the payback period and the ROI. What is your recommendation? Years Bene ts Costs 0 1 2 3 TOTAL BENEFITS TOTAL COSTS The payback period is _______________________________________ years. The Return on Investment (ROI) is __________________________%. Would you recommend it as a good investment? Justify your answer. Total part A: 10 marks ADDENDUM | © 2018 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB61015 ADVANCED DIPLOMA OF LEADERSHIP AND MANAGEMENT | ORGANISATION MANAGEMENT_V2.3 Assessment 1 Part C – Case Study Scenario Change at Asia/Pacific Manufacturing (APM) 19 Assessment 1 Part B – Risk Analysis You are the HR director at a large Australian bank with a bureaucratic authoritarian culture and a highly unionised workforce. In response to competitive pressures, the bank aims to become the fastest growing, most profitable bank in Australia. They are also looking at expanding their operations in Asia as part of their growth strategy. You realised that in order to bring the company to reach new heights, the bank needs to make changes to their organisational culture. How are you going to introduce cultural change in the entire organisation? (5 marks) What are the risks of introducing a cultural change in a bureaucratic authoritarian culture and a highly unionised workforce? For example, if the change will require retrenchment, what are the risks involve? What are the barriers to change? (5 marks) Perform a risk assessment for all the risks you identify including your recommended mitigation strategies. Use risk analysis forms similar to the one you used in Session 4. (10 marks) The atmosphere in the boardroom was intense. Mon Ey, the nancial director for APM just concluded his presentation on the current situation of the Australian manufacturing division of APM. The following conclusions were made based on the presentation: ƒ APM Australian factories not competitive ƒ Benchmarked against international best practice, production costs of the Australian manufacturing operations are the highest in the world ƒ The Australian factories have low productivity and high labour costs ƒ Must cut losses and expand elsewhere OR make the Australian operations more competitive ƒ At risks of being taken over by another major competitor. If this materialises, all Australian operations will be sold o and moved overseas ƒ Share price dropped 20 percent from the past six months In view of the current problems of APM, they decided to hire the services of STegic, a strategic consultancy rm to make sense of the problem and possibly come up with a recommendation as to the best possible course of action. The study conducted by STegic reveals the following issues: ƒ If the Australian factories could achieve 90 percent of best practice gures for productivity and labour costs, the Australian operations would be among the most pro table in the company ƒ Machines are ok, problem are people performance ADDENDUM | © 2018 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB61015 ADVANCED DIPLOMA OF LEADERSHIP AND MANAGEMENT | ORGANISATION MANAGEMENT_V2.3 Part B total: 20 marks 20 ƒ Low production gures caused by lack of labour exibility ƒ Excessive penalty rates makes it uneconomical to operate factories seven days a week ƒ Workers are not motivated, thus absenteeism is high ƒ Constant ght with unions over demarcation, workers show more loyalty to unions than to the company ƒ Safety record of the Australian operations are worst in the company ƒ Pay and conditions of employment are among the best in the world ƒ Labour turnover is low ƒ No clearly articulated HR strategy that is linked to the strategic business objectives ƒ The Industrial Union of Manufacturing Workers (IUMW) is strong and dictates a lot of terms, for example: promotes the “last on, rst o ” policy, rewards based on seniority not on merit, everyone gets an across-the-board salary irrespective on their performance and the company’s pro tability After reading the case study: Identify change requirements/opportunities at APM (5 marks) Develop strategic objectives in the areas of recruitment and selection, training and development, and remuneration and benefits (10 marks) Identify the major stakeholder’s concern and potential problems that might hinder the implementation of your new change strategy. Suggest possible ways to overcome these challenges (10 marks) Develop a change management project plan for the implementation of your proposed change management strategy. Your plan should include the following elements: f Budget f Resources (people, equipment, and material needed) f methodology for change program f objectives/outcomes f Timetable (5 marks) (5 marks) (5 marks) (5 marks) (5 marks) 5. Develop communication/education plan to promote the benefits of the change to the organisation, to minimise loss and to enable people to accept change positively, then prepare a report (10 marks) Part C total: 60 marks Assessment 1 total: 90 marks Assessment 2 Part A – Written or Oral Questions How can you encourage participation through your leadership? (6 marks) Give an example of a time you have used your communication and interpersonal skills to persuade others? (6 marks) What are some of the ways to create an innovative organisational culture?

Option #1: Profitability Analysis Exercises and Problems Do the assigned problems using Summer Peebles, Inc.’s condensed 2014 financial data below: Assets Current Assets $250,000.00 Noncurrent Assets $1,750,000.00 Total Assets $2,000,000.00 Liabilities and Equity Current Liabilities $200,000.00 Noncurrent Liabilities (8% Bonds) $675,000.00 Common Stockholders' Equity $1,125,000.00 Total Liabilities and Equity $2,000,000.00 Additional Information: Net income for 2014 is $157,500. Income tax rate is 50%. Amounts for total assets and shareholders' equity are the same for 2013 and 2014. All assets and current liabilities are considered to be operating.