BSBMGT605 : Provide Leadership Across the Organisation Case Study - Management Assignment Help

Assignment Task:

Task:

BSBMGT605 Provide leadership across the organisation
Task 2 – Case study
Task summary
This assessment is to be completed using the case study provided.
Required
Access to textbooks/other learning materials
Computer with Microsoft Office and internet access
Timing
Your assessor will advise you of the due date of this assessment via Canvas
Submit
This completed workbook
PowerPoint slides needed for Part A
Assessment criteria
For your performance to be deemed satisfactory in this assessment task, you must satisfactorily address all the assessment criteria. If part of this task is not satisfactorily completed, you will be asked to complete further assessment to demonstrate competence.
Re-submission opportunities
You will be provided feedback on your performance by the Assessor. The feedback will indicate if you have satisfactorily addressed the requirements of each part of this task.
If any parts of the task are not satisfactorily completed, the assessor will explain why, and provide you written feedback along with guidance on what you must undertake to demonstrate satisfactory performance. Re-assessment attempt(s) will be arranged at a later time and date.
You have the right to appeal the outcome of assessment decisions if you feel that you have been dealt with unfairly or have other appropriate grounds for an appeal.
You are encouraged to consult with the assessor prior to attempting this task if you do not understand any part of this task or if you have any learning issues or needs that may hinder you when attempting any part of the assessment.
Assessment Cover Sheet
Candidate name: Candidate ID Trainer’s Name: Date Submitted: Candidate declaration: I declare that:
I have read and understood all the information provided in relation to the assessment requirements to complete this unit, the instructions and the purpose and processes of undertaking this assessment task
This assessment is my own work and where other’s works or ideas have been used, I have appropriately referenced or acknowledged them
I understand that plagiarism is a serious offence that may lead to disciplinary action.
Candidate signature:
Case Study
Company history
Construct International Limited (CIL) is a privately-owned manufacturing and construction company operating in the state of Victoria. The organisation provides services across the state and has gained the reputation as one of the safest and most reputable businesses in the industry.
Currently, CIL employs 85 floor staff who work around the clock manufacturing the pressure vessels and some civil construction projects. There are 15 site supervisors that are placed in charge of each team and work on-site throughout various projects. In the head office, there are 12 permanent staff members including the two partners who act as company directors, a personal assistant to the directors, a human resources manager, an operations manager, three planners, a designer, an administration officer, a business development manager and an accounts/payroll officer.
Strategic Vision of FIL
The strategic vision of Construct International Limited is to be a leading provider of manufacturing and construction services across Australia. The company is committed to Safety, Quality, On-time delivery, Innovation and fulfilling the objectives of key Stakeholders.
CIL’s strategic goals include:
To be an industry leader in manufacturing and custom services.
Maintain excellence in work health and safety standards.
Enhance the human resource capability by fostering an environment of innovation, trainings and rewards.
Achieve best quality by focusing on doing things first time right.
Achieve maximum customer satisfaction through on-time delivery and providing excellent after sales service.
Strategic Mission of CIL
Construct International Limited has identified the potential for growth within the Road construction industry in Australia in the coming years. The company aims to increase its market share in the southern states by 30% over the next two financial years.
To achieve this goal and measure its operational performance, five key performance indicators have been established for the company:
To increase the number of new construction contracts by 20% over the next two financial years.
To secure at-least 90% client retention rate for ongoing contracts through 100% on time delivery.
Decrease operating expenses by 5% per year through innovation and minimizing rework.
To expand company’s services by opening offices in at least two new states over the next two financial years.
To increase safety performance to less than 1% accident rate per financial year.
Background
The strategic and operational programme were developed as a result of vigorous market research in manufacturing and construction industry. This research has identified wide-scatter opportunities and future growth in the construction industry.
Construct International Limited target to expand their operations and take advantage of the current state of the marketplace in their existing segment and expand into other states. They intent to secure new contracts from government agencies and privately-owned organisations to develop key client relationships and secure ongoing contracts using a personal, warm, friendly and transparent approach to manufacturing and construction services.
As part of this strategy, Construct International Limited will be looking at reducing staff attrition, expanding its workforce and reducing spending in many aspects of its operations, including administrative and leasing expenses associated with facilities and plant.
Exit interviews have indicated dissatisfaction with employment conditions including wages and inconsistent rosters. Staff view the company as being too orthodox and rigid in managing people.
As the demand for reliable and competent manufacturing and construction workmen is quite high, Construct International Limited is aware that they must address the compensation and shift work issues so as to pull in and hold quality staff and guarantee that their HR system reflects and advances the objectives and destinations of the association.

Summary of key employee roles
Manufacturing and construction Workmen
Responsible for performing all manufacturing and construction activities at site as per required quality standards, communicating with each other, and ensuring the safety of all stakeholders.

Working conditions are according to the Building and Construction General On-site Award 2010.
50% of the workmen are employed on a casual basis, 25% are part-time and 25% are full-time.
A large proportion of the workers are from overseas including people from China, India, Pakistan and middle-east, who are looking for a temporary job.
Floor staff have little opportunity to participate in health and safety consultation and focus groups due to rotating shifts.
There have been a large number of fatigue related issues due to prolonged periods of working at sites and manually handling heavy equipment.
There has been a lower level of employee engagement due to lack of support, training and recognition from site supervisors and the Operations Manager.
The company is facing a high attrition rate of 50% per year and thus have a lot of vacant roles that the Human Resources Manager is failing to fill due to a lack of quality candidates.
 

Site Supervisors
Responsible for coordinating and supervising the manufacturing and construction work to the required safety and quality standards, performance management, team spirit and coordinating the staff development.
Site supervisors are covered under individual contracts and are paid well above the award rate.
Supervisors a high level of participation in various cross-functional teams, improvement groups and committees, which enhanced their skills.
They experience high levels of personal engagement due to positive working relationships with schedulers and their superiors.
Site supervisors do complain about the lack of enthusiasm, reliability and commitment of floor staff to their job, and are regularly required to oversee clashes inside groups and resolve staff grievances over working conditions.
 

Planners
Planners are responsible for preparing plans and deploy workmen and site supervisors to various sites to meet agreed deadlines and client requirements.
They are also required to manage performance of site supervisors, resolve conflicts and mediate between floor staff and site supervisors.
Planners are covered under individual contracts and are required to be available 24/7 to schedule and source staff for manufacturing and construction contracts.
Due to huge workload, they have little time to participate in professional and personal development activities and focus groups because this impacts their ability to meet their deadlines.
They are frequently required to work 12-14 hours per day, sometimes work from home in the evenings and weekends, in must make and receive calls throughout the day.
Planners encounter a high number of stress-related problems due to the nature of the job role and the consequences of failing to meet scheduling requirements.
They are generally not happy with the way in which they are being treated, this has led to an increase number of conflicts and disputes.
Human Resources Manager
He has been in the role for more than 1 year after completing a human resources qualification two years ago.
He is responsible for general well-being and worker relations matter such as recruitment and separation, employee engagement, policy development, staff training and grievances.

• He spends majority of time in recruitment processes, managing staff grievances and working with supervisors to improve management skills.
• He has not spent enough time on employee engagement due to other HR commitments.
• Current employee relations climate
• Existing employee relations strategies and policies
• There is no formal employee relations policy or plans exist for Construct International Limited.
• There is no formal grievance policy or procedures in place. Issues are currently handled by the Human Resources Manager.
• Current training and performance management programs are conflicting and are neglecting to achieve performance requirements and support strategic plans.
• Inductions are conducted on-site and are rarely documented.
• Feedback from management regarding existing employee relations strategies and policies
• Excessive time and resources are wasted on focusing on issues instead of developing ways to improve the competencies and engagement levels of staff.
• Good staff are leaving because too much time is spent focusing on poor performers and managing conflicts.
• Manufacturing and construction teams do not work together as cohesive unit.
• There needs to be formal processes in place and better communication between all levels of the business.
• Feedback from front line employees regarding existing employee relations strategies and policies
• Favoured treatment of staff especially towards full-time staff.
• Vague and varied terms and conditions of employment especially across lower hierarchy levels due to absence of any formal enterprise agreement.
• There is no system of providing any feedback about the workplace due to time restrictions and lack of contact with management.
• Lack of opportunities to discuss employment issues with management. and it is perceived that information is not passed on or followed up with management.
• Some floor workers believe that supervisors are not supportive and don’t want to work on improving employment conditions.
• Limited communication and team work across the business between office and front-line staff.
• Grievances over the last six months
• Issue Resolution Time to resolve Cost breakdown Outcome
• Six (6) complaints from floor workers regarding inappropriate treatment by a site supervisor. Formal examination of facts led by the Human Resources Manager. 3 weeks Cost of interviews/ investigation: $3100.
• Administration cost: $1,400. Site supervisor was counselled, and training was given on management skills. He was also given warning letter to improve his behaviour.
• Sexual harassment case involving a mature age male employee and a younger female worker. A series of counselling sessions and training workshops involving employees, supervisor and HR Manager.

2 weeks Counselling sessions cost: $3000.
Training workshops cost: $8,000.
Administration Cost: $1000. Offender was reprimanded with a formal written warning and allocated to a different work team.
Two (2) pay disputes over incorrect payment of overtime rate for a public holiday shift. Floor workers contacted the accounts/payroll officer who told them that correct payment had been made. The employees then lodged a formal complaint with union representative. 2 weeks Cost of meetings: $500.
Administration Cost: $700. Floor workers were paid back their dues.
Eight (8) complaints from floor workers regarding breach of contract while providing lunch and other breaks. Negotiations/ discussions involving employees, supervisors, schedulers, union representative and HR Manager. 3 weeks Cost of lost man-hours due to meetings: $1,0000.
Administration cost: $1,500. Solution included the development of a break roster and deployment of 1 extra staff member per team to ensure all floor workers receive their privileges.

Regulatory responsibilities
Construct International Limited acknowledges its role as a responsible company in the community. The organisation's prosperity will come about not just by fulfilling particular needs of customers in the manufacturing and construction industry, but from conducting its business with the highest levels of integrity and meeting all legislative, regulatory and ethical standards. It is company policy to comply with all respects with relevant local/state legislation and federal government legislation.
These laws include:
Australian Human Rights Commission Act 1986
Age Discrimination Act 2004
Disability Discrimination Act 1992
Racial Discrimination Act 1975
Sex Discrimination Act 1984
The Privacy Act 1988 (Privacy Act) and Australian Privacy Principles (APPs)
Occupational Health and Safety Act 2004 – Applicable in Victoria
Work Health and Safety Act 2011
Construct International Limited’s policy of compliance with legislation requires every worker to comprehend the enactment applicable to their position keeping in mind the end goal to stay away from infringement, and to look for a clarification from the Human Resources Manager if there is any worry or instability with regards to the person's obligations. Relevant legislation is available for reference through the Human Resources Manager or via access to the internet.
Managers and employees of Construct International Limited are relied upon to lead their operations in a way steady with all pertinent enactment at all circumstances.
 

Key considerations
Construct International Limited (CIL) must consider the following important employee relations issues:
High rate of manpower attrition which is much more than their counterparts in the industry.
Less salary packages when compared with existing industry standards.
The top management is aware of the need to increase pay packages in order to attract and retain quality employees and has committed funds to implement employee relations strategies.
No formal enterprise agreement exists and employees are hired on a verbal agreement.
Highly unionised workforce particularly in the manufacturing and construction department.
Employee relations improvement options
Possible employee relations strategies that have been discussed by management in the past have included:
Team building training programs across all levels to improve cohesion among staff and workmen.
Comprehensive induction training for all workmen, including stress management and conflict management.
Professional development of employees through identification of skills and providing the required support and training.
Negotiation of a new collective agreement for workmen, including paying above the industry median, staff bonuses and flexible working rosters.
Hiring an additional planner to balance the present load on the planners.
 

General instructions:
Part A:
You are working as one of the Directors of the Construct International Limited (CIL). Considering the long-term growth plans, it is extremely important to motivate, build and support teams. You have therefore held a meeting with all staff, informed them of the latest development in the company and motivated them to achieve individual and team objectives.
You must prepare a PowerPoint presentation consisting of approximately 15 slides in order to cover the major points discussed during the meeting. The PowerPoint presentation must be made professionally and must cover the following criteria. (Note: You do not need to video record your presentation delivery):
Reiterate the company’s long-term and short- term objectives, the values that the company wants to establish, and standards required to be followed to meet the organisation’s strategic direction.
 

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