ATAR Notes: Forum
VCE Stuff => VCE Business Studies => VCE Subjects + Help => VCE Business Management => Topic started by: vwinnie8 on November 11, 2010, 06:20:28 pm
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Hi guys, I'm kinda new to this forum so please forgive me if I do anything wrong.. I was wondering if you guys were able to see if my Kotter's response is good enough for tomorrow's exam? I have linked it to NAB, and the change issue is corporate social responsibility. Thanks in advance and good luck for tomorrow!!
Please rate out of 10.
:)
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Social responsibility refers to the way in which an organisation demonstrates some commitment to its community beyond that imposed on it by laws. If an organisation is socially responsible, it can lead to a better reputation and allow the organisation to attract better quality employees and more loyal customers.-----> explaining the issue
National Australia Bank is a LSO that employs many employees and has many branches in Australia. It has a large customer base and is one of the ‘Big Four’ banks. It is planning to introduce a ‘Staff Volunteer Program’ to encourage its staff to be more socially responsible. A general perception of banks are that they are overly focused on profit and do not care about local communities enough, and NAB wishes to overcome this with its new program.-----> linking the issue to the case study/LSO
Managers of NAB would firstly need to create a sense of urgency, by conducting a SWOT analysis to determine the internal strengths and weaknesses of NAB and its external opportunities and threats. This will help spark the initial motivation to get the ‘Staff Volunteer Program’ going.
A powerful group should then be formed in order to convince NAB staff that volunteering is worthwhile and beneficial for everyone. NAB should bring together key people from all areas of NAB to have support and ensure the direction for change is correct.
Then, managers at NAB should create a vision for change, such as building good relationships with community organisations and achieving a certain amount of ‘volunteer days’. This helps everyone understand what he or she is being asked to do, and ensures the ‘change’ makes sense.
The vision should then be communicated to staff at NAB, through channels such as advertising, email, posters, brochures, team meetings, etc. This will outline the advantages of the Staff volunteer program to everyone and ensure they understand the direction that NAB hopes to take.
Obstacles and resistance should then be removed. NAB management should continually check for barriers, such as people resisting the program. NAB management should help them overcome their resistance by hiring OR CREATING Change agents and empowering those who support and encourage the volunteering program.
Short-term wins should then be created so that NAB employees are able to see the success of the new program. Management should create achievable goals, such as, putting in 8 volunteering hours per month, and reward employees who achieve goals. This will be good for morale as employees will feel a sense of pride in their work and will be less likely to resist change.
The change should be continually built on and improved. This means that NAB management should not declare the victory of the Staff Volunteer Program too early, but rather keep trying to identify areas that need to be improved on and fix those areas, so that the success of the Staff Volunteer program can be even greater for NAB.
Finally, management should anchor the changes in NAB’s corporate culture. The volunteer program should become part of day-to-day operations, and employees should easily be able to see the connection between the new volunteer program and the increased success of NAB.
If NAB successfully implements the new Staff Volunteer Program with Kotter's theory, it will be seen as more socially responsible and moral and employee resistance will be lowered, ensuring long term success of the change.------> conclusion
edited with suggestions from sajib_mostofa and hellhole and burberry 8-)
burberry helped with ----> explaining the issue + linking :)
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Pretty good job mate. Instead of providing info about the organisation, I'd probably briefly talk about the change issue your doing in relation to your LSO (If the Q asks you for it) and relate to why NAB are changing. Then I'd do Kotter as you have done. Other than that, 10/10
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Pretty good job mate. Instead of providing info about the organisation, I'd probably briefly talk about the change issue your doing in relation to your LSO (If the Q asks you for it) and relate to why NAB are changing. Then I'd do Kotter as you have done. Other than that, 10/10
Yes!!! That's a great idea.. I nearly forgot.. thankyou so much, I'll keep that in mind for tomorrow and talk about change instead of doing a general introduction. I'd 'give you positive karma' if I had above 50 posts.. thanks :) GL for tmrw
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No worries mate. Good luck to you too.
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Firstly, change agents aren't hired, from what I recall (your "empower" step - step 5). Change agents are the people in your influential group from step 2. So, employing change agents would probably suit better than hired - at least, when you say employed, it doesn't necessarily mean hired but also that they were used to do something.
Secondly, if this were a 10 mark question, you'd probably get 8. For one reason: driving/restraining forces weren't explained - so, a driving force would be that NAB, as a 'big four' bank, has been facing continuous scrutiny leading up to this change and as such, feel that their corporate social responsibility is not up to standard. Whilst a restraining force would be the employee's lack of motivation to "volunteer"? Then, by saying that if Kotter's theory was employed, the restraining forces may have been diminished by the empowering and rewarding of success.
Otherwise, good stuff!
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Anybody doing Kotters first? Or going in chronological order?
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Anybody doing Kotters first? Or going in chronological order?
Depends. If the kotter question asks to use a corporate example in relation to our change issue, then I might do it early on. I'll probably start off by doing all the definition questions.
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Anybody doing Kotters first? Or going in chronological order?
Depends. If the kotter question asks to use a corporate example in relation to our change issue, then I might do it early on. I'll probably start off by doing all the definition questions.
That is, if there are any. Change of study design, remember?
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Firstly, change agents aren't hired, from what I recall (your "empower" step - step 5). Change agents are the people in your influential group from step 2. So, employing change agents would probably suit better than hired - at least, when you say employed, it doesn't necessarily mean hired but also that they were used to do something.
Secondly, if this were a 10 mark question, you'd probably get 8. For one reason: driving/restraining forces weren't explained - so, a driving force would be that NAB, as a 'big four' bank, has been facing continuous scrutiny leading up to this change and as such, feel that their corporate social responsibility is not up to standard. Whilst a restraining force would be the employee's lack of motivation to "volunteer"? Then, by saying that if Kotter's theory was employed, the restraining forces may have been diminished by the empowering and rewarding of success.
Otherwise, good stuff!
thankyou so much. I'll definitely keep that in mind - to mention driving and restraining forces, and I'll change the word 'hire' :)
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Anybody doing Kotters first? Or going in chronological order?
Depends. If the kotter question asks to use a corporate example in relation to our change issue, then I might do it early on. I'll probably start off by doing all the definition questions.
That is, if there are any. Change of study design, remember?
They'd certainly have to have one or two definition questions. Its part and parcel of every bisman exam.
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Firstly, change agents aren't hired, from what I recall (your "empower" step - step 5). Change agents are the people in your influential group from step 2. So, employing change agents would probably suit better than hired - at least, when you say employed, it doesn't necessarily mean hired but also that they were used to do something.
Secondly, if this were a 10 mark question, you'd probably get 8. For one reason: driving/restraining forces weren't explained - so, a driving force would be that NAB, as a 'big four' bank, has been facing continuous scrutiny leading up to this change and as such, feel that their corporate social responsibility is not up to standard. Whilst a restraining force would be the employee's lack of motivation to "volunteer"? Then, by saying that if Kotter's theory was employed, the restraining forces may have been diminished by the empowering and rewarding of success.
Otherwise, good stuff!
It is actually possible to hire a change agent from outside the business.
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Yes
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Firstly, change agents aren't hired, from what I recall (your "empower" step - step 5). Change agents are the people in your influential group from step 2. So, employing change agents would probably suit better than hired - at least, when you say employed, it doesn't necessarily mean hired but also that they were used to do something.
Secondly, if this were a 10 mark question, you'd probably get 8. For one reason: driving/restraining forces weren't explained - so, a driving force would be that NAB, as a 'big four' bank, has been facing continuous scrutiny leading up to this change and as such, feel that their corporate social responsibility is not up to standard. Whilst a restraining force would be the employee's lack of motivation to "volunteer"? Then, by saying that if Kotter's theory was employed, the restraining forces may have been diminished by the empowering and rewarding of success.
Otherwise, good stuff!
It is actually possible to hire a change agent from outside the business.
Of course it is, but if you're going to say "hire a change agent," at least explain in part 2 that they would have hired change agents so that the examiner knows that they're a part of your visionary group.
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7/10
You'd lose 2 for not explaining your issue and how it affected NAB before the steps, and one because its slightly off in the ways the others explained.
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7/10
You'd lose 2 for not explaining your issue and how it affected NAB before the steps, and one because its slightly off in the ways the others explained.
thanks, I'll keep that in mind to explain why Nab wants to change. Do you mean driving and restraining forces? Also, my answer is slightly off because other people probably used a different textbook to me. This answer I wrote followed the 8 steps from the Key Concepts Textbook.
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Mmmm I use key concepts too. Just the whole change agent thing.
By explain i mean introduce CSRM, define it and how it directly causes change. Should be how you start. Like I did globalisation, I started with an intro. avo did tech, he started with an intro. Look at this thread to see them: http://vcenotes.com/forum/index.php/topic,33690.0.html
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7/10
You'd lose 2 for not explaining your issue and how it affected NAB before the steps, and one because its slightly off in the ways the others explained.
thanks, I'll keep that in mind to explain why Nab wants to change. Do you mean driving and restraining forces? Also, my answer is slightly off because other people probably used a different textbook to me. This answer I wrote followed the 8 steps from the Key Concepts Textbook.
Kotter's 8 steps are open for interpretation in some ways. I know I was taught that step 6 is "reward success," where it is more like "see the potential for success in the short term and reward those that are willing to undergo the change."
Either way, I'm sure they'll accept it. 7/10 is still good, though.
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Oh yeah the names aren't a big issue tbh. It's just that seemed a little bit off.
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@ Hellhole - LOL i want 10/10 ;) everyone does.. so i'm trying to improve my kotters
Burberry i think you only need to outline Kotters and explain it. the question goes,
"Discuss how managers could use Kotter's theory of change management to respond to a significant change issue. In your answer, outline the theory and discuss how managers could use it to respond to a significant change issue and then illustrate you answer with an example from an LSO"
That's from the official sample questions from vcaa. Putting in driving and restraining forces actually are of no relevance to the question, and going straight to the 8 steps would probably be better IMO
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I just never said driving and restraining, I said define the change issue...
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I just never said driving and restraining, I said define the change issue...
whoops. probably read it from someone else and thought it was you. my bad. but wouldn't explaining the change issue be irrelevant anyway if it is just outline + how they can use kotters?
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No its necessary.
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No its necessary.
hmm ok then. i'll do it again :) Btw I looked at yours and it was.... really really good. just, avoid listing or numbering it tho.
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Thanks, you're allowed to though.
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I just never said driving and restraining, I said define the change issue...
whoops. probably read it from someone else and thought it was you. my bad. but wouldn't explaining the change issue be irrelevant anyway if it is just outline + how they can use kotters?
Question directly says "IN YOUR ANSWER" outline and how they can use Kotter's. But it also says responding to a significant change issue, so you kind of have to explain it. And whilst that significant change issue doesn't involve outlining the major driving and restraining forces, the restraining forces adds weight to your answer and driving forces are implied in why it is a significant change issue.
Also, there was a question in a previous exam about using change theories. A good answer was outlined in the assessment, showing that no introduction was necessary. However, it was only worth 6 marks.
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I just never said driving and restraining, I said define the change issue...
whoops. probably read it from someone else and thought it was you. my bad. but wouldn't explaining the change issue be irrelevant anyway if it is just outline + how they can use kotters?
Question directly says "IN YOUR ANSWER" outline and how they can use Kotter's. But it also says responding to a significant change issue, so you kind of have to explain it. And whilst that significant change issue doesn't involve outlining the major driving and restraining forces, the restraining forces adds weight to your answer and driving forces are implied in why it is a significant change issue.
true beats
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For the 10 mark question, they will provide the case study more than liekly won't they?
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For the 10 mark question, they will provide the case study more than liekly won't they?
They may, or may not. It's not specified. Better to be prepared than not.
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lol...i swear if the kotters isnt the 10 mark questions LOL....how much time should we allocate to it
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Mmmm I use key concepts too. Just the whole change agent thing.
By explain i mean introduce CSRM, define it and how it directly causes change. Should be how you start. Like I did globalisation, I started with an intro. avo did tech, he started with an intro. Look at this thread to see them: http://vcenotes.com/forum/index.php/topic,33690.0.html
Hey Burberry, do you think it is a little better now? I edited it with your suggestions.
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Mmmm better!
well done! good luck!
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Mmmm better!
well done! good luck!
thanks mate :)
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Anyone willing to look at mine?
Sustainability is the ability of an organisation to meet the needs of the present without compromising the ability of the future generation to meet their own needs. A sustainable organisation is one that decreases the uses of physical resources, reduces wastage of resources and enables and recycling of resources.
Due to the GFC, increased competition and a rise in oil and commodity prices, Toyota felt that they needed to be more sustainable in their operations in order remain as one of the leading car manufacturers, instead of continuously mass producing cars to remain ahead of the production schedule.
Kotters theory is an eight step process that allows managers to analyse any change and implement a detailed process. It can applied to Toyota in the following way.
The first step is to establish a sense of urgency, which Toyota did by identifying the need to switch to sustainability due to increased competition and rising oil prices.
Secondly, a powerful guiding team needs to be formed, which consisted of the CEO Max Yasuda and his senior management team at Toyota.
Thirdly, a vision needs to be created. Toyota's vision was to become 'the most admired and respected company' through their switch to sustainable operations.
The fourth step involves communicating the vision to all of Toyota's stakeholders, which included business partners, employees and customers.
In the fifth step, Toyota empowered their employees through their use of the Eco-Point system, which rewards employees for promoting environmental awareness through the purchasing of the environmentally friendly products that Toyota had to offer.
The sixth step involves creating short term wins. Toyota establised the goal to make more fuel efficient cars and they celebrated this signifcant milestone through their production of the third generation Prius and Camry.
The seventh step involves building on the change by consolidating all changes, which was done through Toyota's continued development towards advancing hybrid technology and investing in cleaner technologies to reduce emissions.
The final step is to anchor the change, which was done by creating a positive culture around the change and making it a part of the everday culture. A way in which this was done was the introduction of the Toyota Environmental Dealership, which embed sustainable business practices in the daily operations of Toyota's Dealer network.
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Sajib, you should probably further explain each step to pick up extra marks. Identifying the need for change and creating an urgency (step 1), doesn't simply refer to identifying the need. It refers to making the employees and management within an organisation understand that something needs to be altered and it needs to be done in an accurate and smooth fashion - Kotter also states in his theory that approximately 75% of the organisation needs to believe that there is an urgency to effectively transition from one part to the next. But otherwise, you've covered the gist, talked about the overall change issue and explained it. Well done.
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Anyone willing to look at mine?
Sustainability is the ability of an organisation to meet the needs of the present without compromising the ability of the future generation to meet their own needs. A sustainable organisation is one that decreases the uses of physical resources, reduces wastage of resources and enables and recycling of resources.
Due to the GFC, increased competition and a rise in oil and commodity prices, Toyota felt that they needed to be more sustainable in their operations in order remain as one of the leading car manufacturers, instead of continuously mass producing cars to remain ahead of the production schedule.
Kotters theory is an eight step process that allows managers to analyse any change and implement a detailed process. It can applied to Toyota in the following way.
The first step is to establish a sense of urgency, which Toyota did by identifying the need to switch to sustainability due to increased competition and rising oil prices.
Secondly, a powerful guiding team needs to be formed, which consisted of the CEO Max Yasuda and his senior management team at Toyota.
Thirdly, a vision needs to be created. Toyota's vision was to become 'the most admired and respected company' through their switch to sustainable operations.
The fourth step involves communicating the vision to all of Toyota's stakeholders, which included business partners, employees and customers.
In the fifth step, Toyota empowered their employees through their use of the Eco-Point system, which rewards employees for promoting environmental awareness through the purchasing of the environmentally friendly products that Toyota had to offer.
The sixth step involves creating short term wins. Toyota establised the goal to make more fuel efficient cars and they celebrated this signifcant milestone through their production of the third generation Prius and Camry.
The seventh step involves building on the change by consolidating all changes, which was done through Toyota's continued development towards advancing hybrid technology and investing in cleaner technologies to reduce emissions.
The final step is to anchor the change, which was done by creating a positive culture around the change and making it a part of the everday culture. A way in which this was done was the introduction of the Toyota Environmental Dealership, which embed sustainable business practices in the daily operations of Toyota's Dealer network.
I dunno about others but i'd personally give it a 10/10. It links very well to Toyota and doesn't sound like a generic, memorised response. well done IMO
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Sajib, you should probably further explain each step to pick up extra marks. Identifying the need for change and creating an urgency (step 1), doesn't simply refer to identifying the need. It refers to making the employees and management within an organisation understand that something needs to be altered and it needs to be done in an accurate and smooth fashion - Kotter also states in his theory that approximately 75% of the organisation needs to believe that there is an urgency to effectively transition from one part to the next. But otherwise, you've covered the gist, talked about the overall change issue and explained it. Well done.
Yeah I actually agree with Hellhole - put 'more' into each of your steps just in case. :)
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Anyone willing to look at mine?
Sustainability is the ability of an organisation to meet the needs of the present without compromising the ability of the future generation to meet their own needs. A sustainable organisation is one that decreases the uses of physical resources, reduces wastage of resources and enables and recycling of resources.
good!
Due to the GFC, increased competition and a rise in oil and commodity prices, Toyota felt that they needed to be more sustainable in their operations in order remain as one of the leading car manufacturers, instead of continuously mass producing cars to remain ahead of the production schedule.
nice!
Kotters theory is an eight step process that allows managers to analyse any change and implement a detailed process. It can applied to Toyota in the following way.
smooth!
The first step is to establish a sense of urgency, which Toyota did by identifying the need to switch to sustainability due to increased competition and rising oil prices.
and why did they need to do this?
Secondly, a powerful guiding team needs to be formed, which consisted of the CEO Max Yasuda and his senior management team at Toyota.
Add in that they acted as facilitators/change agents
Thirdly, a vision needs to be created. Toyota's vision was to become 'the most admired and respected company' through their switch to sustainable operations.
Add in that the vision needs to be created to give direction to the change
The fourth step involves communicating the vision to all of Toyota's stakeholders, which included business partners, employees and customers.
say that this dispels fear
In the fifth step, Toyota empowered their employees through their use of the Eco-Point system, which rewards employees for promoting environmental awareness through the purchasing of the environmentally friendly products that Toyota had to offer.
giving them a sense of ownership, reducing resistance
The sixth step involves creating short term wins. Toyota established the goal to make more fuel efficient cars and they celebrated this signifcant milestone through their production of the third generation Prius and Camry.
how did they specifically celebrate? also add in this promotes further risk taking
The seventh step involves building on the change by consolidating all changes, which was done through Toyota's continued development towards advancing hybrid technology and investing in cleaner technologies to reduce emissions.
giving a foundation for further changes to occur
The final step is to anchor the change, which was done by creating a positive culture around the change and making it a part of the everday culture. A way in which this was done was the introduction of the Toyota Environmental Dealership, which embed sustainable business practices in the daily operations of Toyota's Dealer network.
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hey, if 8/10 marks is on kotters steps, then how will we earn the other 2 marks?
thanks
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explaining the issue
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Cheers for that guys, I'll try and add in more info to my steps :)
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Explain issue = 2 marks I think. Some historic perspective of the organisation is just an extra but provides for coherence in the text. Also I think a conclusion to the text is also good as it summarises your contention (being that kotters helped the organisation to successfully implement the issue) i.e. relating to mission/objectives