BSBMGT615 - Contribute to Organizational Development - Management Assignment Help

Assignment Task

Assessment Task Instructions
Current context of VF
Rachael returned to Vogelsang Furniture (VF) to work in the business 9 months ago. She originally left because of strong differences in her vision for VF and Adam’s vision. Adam invited her to return to help get the family business back on track and change the way it operates. She failed to bring about change at VF in the past so is working hard to establish her credibility to bring about change now. She spent time listening to VF employees and now has some influence.
Adam has accepted that he can’t run everything and make all the decisions, all of the time. He wants VF to return to a position of stability in the market place. Since asking Rachael to come back he has shown openness to change but his behaviours are the same as ever.
It is time for VF to have a strategy. Adam and Rachael have agreed that VF needs to focus on its core abilities of quality furniture production and design. They will look to carve out a niche market for themselves in the custom design furniture market both locally in the ACT region and across Australia. This will be done alongside their standard production approach in the mid-term, to ensure there is an ongoing income stream.
This will require a more fluid customer focussed method of operation. As VF learned from Rachael’s failed change program the current culture is rigid and firmly entrenched in the organisation. To adopt this more flexible approach and adapt to the needs of the market the culture needs to be refreshed and operations etc will need to change.

Your role at VF
Rachael has appointed you as the OD manager to execute a change program and improve the workplace culture at VF. Your first task is to analyse the current state of VF and put forward a proposal for its change efforts.
Your focus as an Organisational Development practitioner is on improving the culture, skills and knowledge of everyone at VF. The intent is to create an organisation which is able to respond and improve its relationships, employee engagement and take a continuous improvement approach.
Your focus us a Change Manager is to ensure the goal of creating a new market is incorporated into this big picture vision in a concrete plan. You will propose, implement and review the OD change program in a 12 month period.
Rachael created and administered an Employee Engagement Survey when you she first returned to VF and also compiled statistics about the workforce. You have also been given recordings of two interviews with the owners about their vision. Together with the background on the organisation and the financial information for the last 3 years you are well placed to start your analysis of the current environment and need for change at VF.
Rachael has also organised a series of practical activities for you to gather more data about VF:
Session 1: initial analysis of the information available
Session 2 and 3: exploring existing data and idea formulation, identification of key players
Session 4: Readiness for change questionnaire
Session 5: Using the 7’s Framework
Session 6: Manager consultations, this is a required activity. If you miss the class you will need to arrange to do this at an alternative time

The Managers
Sam the operations manager has been in VF since his apprenticeship. He is in his late 50s and looking to streamline to retirement. He has a great deal of corporate knowledge and is very skilled in working effectively with Adam and supporting his team to meet Adam’s expectations. He likes stability and the status quo and is well respected in the organisation. He is very much Adam’s man, he is in fact the only person Adam trusts. He thought Rachael’s change process would be a waste of time. He is happy that he was proven to be correct and is very cynical of the new OD focused change proposal. He thinks people should be happy they have a job and not get grand expectations. He is responsible for the financial and HR aspects of the business but often interacts with the shop floor and enjoys involving himself in the production process. He is a permanent shop floor employee and has been acting in his role for a year now. Adam doesn’t want to make him permanent so he has the option of taking over if Sam lets him down.
Mariska has been the marketing manager for 2 years and is on a year to year contract with VF. She is proud of the achievements she has made and believes her small team are largely responsible for VF’s ongoing existence in recent times. She feels other people use her ideas and receive the credit for the positive results. She has been proposing a focus on quality to Adam for a while, he wouldn’t listen. When Rachael came back she put forward this suggestion as a new idea and Adam accepted it. Mariska’s team are close knit but feel isolated from the main business of VF. Rachael recognises her and her team as a valuable asset and tries to support them. One of her team members has been feeling particularly frustrated and stressed, as a consequence this person has used all her personal leave and is now indulging in presenteeism which is reducing the overall efficiency of the team.
Saeed the production manager joined VF recently. He is the first person from outside the organisation to be appointed directly to a manager or supervisor role. He is very driven and focuses on achieving numbers and quality levels which show he is making a difference. He pushes his supervisors and the shop floor to always do more. He views himself as a pace setter whereas others see him as an ‘Adam pleaser’ and a slave driver. He doesn’t think marketing are useful and tries to grow his budget by reducing theirs. He is not a people person and focuses on the process and his drive to increase production without increasing resource use. If he walks the shop floor and a tool is not in its designated place he will immediately identify and chastise he who thinks is responsible (whether or not he is right). He believes the people on the shop floor should be motivated by achieving the targets he sets them and shows little interest in them as individuals.

Your Task:
You need to analyse the current situation at VF and present your diagnosis and development proposal to Adam and Rachael. You have been asked to include steps to support the new strategy and improve the organisational culture.
You have been given a budget of $700,000 to spend over 12 months designing, implementing and evaluating your plan. Your salary is outside of this budget.
You have a range of information available to you to assist in your diagnosis, including interviews with Sam and Rachael, staff survey results and staff statistics. You will gather further information through the practical activities Rachael has organised. One of these, consulting with VF’s 3 managers, is compulsory. You will need to use the information from this consultation process in your proposal.
Use the Assessment 1 template to create and then present your proposal for developing an OD approach at Vogelsang Furniture.
You will find headings and detailed descriptions of the information to include in your proposal in the template.

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