INT204: Case Studies Open-Book Assignment Help
Question
INT204: This Introduction to Management in Community Services open-book-based assessment for Stott’s College constitutes the first assessment for the course Introduction to Management in Community Services. In this assessment, the student is provided with a case study divided into four parts and some associated questions that the student is supposed to answer in a defined time frame. The student should utilize their learnings from the lectures and subject modules related to the course.
Solution
Our experts have provided well-written answers to all the questions asked from the case studies. The solution incorporates concepts from the module and readings as well. The answers to the eleven questions from four case studies are provided by our experts, some parts of which you can read below:
Case study – Part A
The case study revolves around a report published by ACNC which has remarked based on its review that the board of community service organization Safety Central needs to be changed in addition to the appointment of a new CEO for the organization. Some issues are highlighted along with the proposal of some recommendations for the same.
Based on this case study, the student needed to answer two questions:
Question 1
In the first question, the students are required to determine as well as elaborate on two leadership styles that will assist the newly appointed CEO to better accommodate the recommendations proposed by ACNC in their work for the organization. Our experts possess in-depth knowledge of the fundamental concepts related to community services management, which they have used in writing these answers here.
The theory and style helping the new CEO are the Transformative theory and the Democratic style. The transformative theory has four key elements; individualised consideration, inspirational motivation, idealised influence, and intellectual stimulation (Bolden et al., 2003). Out of these elements, the CEO can utilise “individualised consideration” by attending to each employee’s need and “inspirational motivation” by inspiring the staff to achieve extraordinary outcomes for making changes that are essential for the improvement of service effectiveness, as recommended by the ACNC. Further, “idealised influence” can help the CEO in transitioning the old model for providing service to a new one by portraying an ideal model for the employees to follow.
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Question 2
The second question urges the student to suggest how the two issues highlighted in the ACNC report can be addressed through management by a leader demonstrating a transformational leadership style.
A transformational leader engages in individualised consideration where each employee’s needs are personally attended to (Week 3–Leadership, 2023). Managers can conduct one-on-one team sessions to identify challenges faced by employees. This will help in addressing challenges like lack of motivation or absenteeism.
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Case study – Part B
In the second part of the case study, it is remarked that ACNC appointed a consultant to engage with the service staff and understand their challenges better. Through this process of engagement, the consultant was able to observe issues related to unachievable performance expectations based on the available resources, unjustified rewards, and lack of training for non-professional staff members.
The three questions based on this study are as follows:
Question 3
This question urges the student to think about one specific theory that can help managers accommodate the observations made by the consultant and help motivate the staff.
The theory that can be used by the management to motivate their employees is the Herzberg’s Two-factor theory which states that the employee’s job satisfaction depends on their environment and work conditions (Week 4 –Motivational Theories, 2023).
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Question 4
In this question, the student is required to discuss the significant attributes of each of the theories proposed above. Our experts have curated answers that demonstrate the application of theories and concepts which was covered in lectures as well as the readings prescribed for the course.
The Herzberg’s Two-factor theory recognises two key elements for employee’s job satisfaction which are, “motivator” and “hygiene” (Fisher, 2009). Motivators help in promoting job satisfaction such as performance, job status, roles and responsibilities, and opportunities to grow in workplace (Week 4 –Motivational Theories, 2023).
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Question 5
This next question particularly demands how the student will apply expectancy theory for the motivation of the Safety Central Staff if they were to exhibit the role of the manager here.
The expectancy theory of motivation suggests that the staff put as much efforts into their work as is needed for the performance to be considered as good so that they can earn rewards (Week 4 –Motivational Theories, 2023). Therefore, if I, as a manager, want to increase the performance of the employees, I will set achievable expectations for the team depending on their individual skills, experiences, and capability to adapt to new work demands.
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Case study – Part C
In this section, a detailed summary of the organization “Safety Central” is provided. In short, it is suggested that the organization works for women and children who have suffered through violence by helping them with housing, safety, counseling services, etc. It is also mentioned that the functions of the board are defined by the service constitution and are comprised mainly of government representatives. Now, it is observed that the interests of the stakeholders have turned biased and restricted, which has resulted in issues for the service staff. ACNC aims to address the issues through a review of the governance of the organization.
Based on this, three questions need to be answered:
Question 6
In this question, the student needs to identify two instances where governance was not up to the mark for Safety Central. Our experts have provided an in-depth justification for why the identified examples led to a failure in governance.
The board providing little to no information for its decision-making to the employees is bad governance as an organisation shall be transparent where the staff shall know, follow as well as understand the whole process undergone during reaching a decision (Australian Institute of Company Directors [AICD], 2020).
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Question 7
Based on the examples of bad governance highlighted above, some actions need to be proposed that can address the respective challenges. Our experts have recommended evidence-based actions while simultaneously also highlighting how these actions can help.
For the non-transparency of the board members about their decision making process, the board shall include the representatives of the service staff during their meetings so that all the stakeholders can be aware as to how a decision has been reached, instead of imposing that decision on the staff without their knowledge. Further, advice and suggestions shall be taken from the staff as well before deciding on the subject in question (AICD, 2020).
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Question 8
The last question of the section explores the process that could be used to select new board members who could attend to the problem of bad governance for the organization.
The former method of selection of board members in Safety Central is the self-selection method where the board itself selects the members. However, it has proven to not be a success. The most 5 suitable and efficient method for the selection of board members in Safety Central is through election and representation (Week 2-Governance, 2023). In this method, the members of the board are elected by the organisation staff for their representation in decision-making process.
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Case study – Part D
In implementing the strategic Plan identified for Safety Central, an in-person meeting with the staff members has been called by the newly appointed CEO.
The last three questions based on this section of the case are
Question 9
For this question, the student needs to suggest how such group-based decision-making could help in formulating and implementing the new strategic plan. The answers written by our experts are clear, concise, and well-structured, a part of which you can read below:
The advantage of having all these 11 members from different departments in the group-based decision-making process is that the decision will be more legitimate as it will include a diversity of perspectives and provide alternative solutions to any issues raised.
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Question 10
Here, one disadvantage needs to be identified for the decision-making process involving different members of the group.
The major disadvantage of decision-making in a large group is that the participants can sometimes feel pressurised to conform to the opinions and ideas of other members present in the meeting due to various reasons.
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Question 11
Lastly, one aspect needs to be highlighted to assist the CEO in ensuring that the decisions made by the group are good, relevant, and worthwhile.
The CEO can ensure the non-occurrence of groupthink in the team decision-making process through encouraging every participant to brainstorm in the meeting.
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