Essay BSBMGT616: Develop and Implement Strategic Plans – Management Assignment Help

Assignment Task:

Assessment: (BSBMGT616)

There are five (5) forms of assessment or evidence gathering methods for this unit of competency. Students are required to complete them all. Your assessor will advise when assessments are due.

Students may use various sources of information including textbooks, learning workbooks, other documents and the internet and they must list the sources of the information.

Assessment 1 Question & Answers: 
Answer all 09 questions in the given space. Add more sheets if you need more space.

Assessment 2 Project Work: 
In this assessment, you are required to manage the review of the currency of the organisational vision and mission, make any necessary changes, and communicate the review process to stakeholders in order to gain their support.

Assessment 3 Project Work: 
In this assessment, you are required to complete analyses of the organisational environment to develop an understanding of potential competitors and allies, and the associated risks and benefits.

Assessment 4 Project Work: 
In this assessment, you are required to develop and document a strategic plan for the organisation based on the research you have conducted. You will also need to communicate the strategic plan to key stakeholders in the organisation.

Assessment 5 Project Work & PPT:  (BSBMGT616)
In this assessment, you are required to implement the strategic plan within the organisation, monitor progress and develop a report evaluating the implementation.

Question 1
Describe the steps required to review and develop new organisational values.

Question 2
An organisation’s internal environment has many variables, such as management structures, workforce development and operations it has some control over. Its external environment is less controllable, so successful organisations need to consider and respond to external variables when undertaking strategic planning.

List five key elements in a typical organisation’s external environment and explain how these can impact an organisation’s strategic planning.

Question 3
A SWOT analysis outlines the strengths, weaknesses, opportunities and threats that can provide important information on the internal workings of an organisation. Explain how this is useful.

Question 4
Market share describes the section of a market that an organisation has control over, and can be used to compare the strengths of the organisation over its competitors. By understanding your customers’ profiles, strengths and weaknesses, you can better plan to meet their needs.

Describe four strategies you can use to get to know your customers.

Question 5
When undertaking a strategic planning process, there will often be situations where it becomes necessary to consult specialists and experts for advice, often as part of a risk mitigation strategy.

Name five such experts or specialists, and give an example of what type of advice you might expect from each of them.

Question 6
You need to consider the legal, regulatory and industry requirements – including in relation to intellectual property – that needs to be reviewed and analysed for the development of a strategic plan.

Provide two examples of each of the following:
a. Legislation
b. Regulations
c. Codes of practice

Case study: (BSBMGT616)

You have been the General Manager of MacVille’s successful import/export business centre in Sydney for the past two years. You have been asked by the Board to assist in the development of a strategic plan by initially conducting a review of the vision, mission and values of the organisation.
 
You review the annual report for the previous year, and note the following statement by the Chair of the Board: 

‘Within the next five years, MacVille will become a national brand, and will be accepted as an integral part of the hospitality industry, perceived as a key component in the success of hospitality establishments, both large and small.’
 
‘MacVille is in business to provide espresso coffee machines that meet the efficiency, reliability and sustainability needs of our hospitality clients who, in turn, reward us with profits that will allow our stakeholders and the communities in which we operate to prosper.’
 
Being part of the management that assisted in upholding the values of the organisation, you have been made very aware of the Chair and Board’s views on the following values and, after reviewing your papers and reports, you speak with the CEO, who replies:

‘MacVille’s values have been the same for as long as the organisation has existed. For our stakeholders, it has always been about stewardship and about adhering to professional and moral standards of conduct in all that we do. For our people, we are committed to encouraging self- directed teams, we cultivate leadership and we maintain high levels of safety. Externally, we are committed to wise environmental practices and offering meaningful value to our customers.’
 
Later in the review process, you are presented with an opportunity to discuss the application of the vision, mission and values with the CEO again. This time, you are more interested in researching what had changed since the last strategic vision was formulated.
 
The CEO explains:
 
‘In the past few years, since the last strategic plan was formulated, there have been developments in new areas that were not clearly recognised when developing the last plan. These changes are becoming an important part of our operations on a daily basis, and should be reflected in our vision, mission and values.’ 

‘There is a real need to incorporate innovation into our mission because it has been an outcome from the self-directed team’s directive. Finding new ways to improve the efficiency of processes and effectiveness of customer solutions has become a priority. There has always been a need to evaluate what we were doing, to continually challenge our methods and ask how we can simplify and improve our business. We should never rest on our laurels, but instead constantly innovate and raise our standards, because we are not afraid to try new ideas and concepts. The organisation needs to embrace strategic alliances and to seek out new partnerships that support and promote our mission, desired outcomes, and strategies.’

When prompted for further changes that had taken place, the CEO stated: 

‘MacVille needs to identify more closely with the community it serves. We need to be a good corporate citizen that recognises our responsibility to be active participants in our local communities, and even donate a percentage of profits every year to a wide variety of community and non-profit organisations.’