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Course Name


Advanced Diploma of Leadership and Management

Subject/module Organisation Management

Assessment method

Part A – Cost-benefit Analysis Part B – Risk Analysis

Part C – Case Study

Weighting 50%


Units of Competency


Lead and Manage Organisational Change BSBMGT615

Contribute to Organisation Development


1.      Assessments should be completed as per your trainer’s instructions.

2.      Assessments must be submitted by the due date to avoid a late submission penalty.

3.      Plagiarism is copying someone else’s work and submitting it as your own. You must write your answers in your own words and include a reference list. A mark of zero will be given for any assessment or part of an assessment that has been plagiarised.

4.      You may discuss your assessments with other students, but submitting identical answers to other students will result in a failing grade. Your answers must be yours alone.

5.      Your trainer will advise whether the assessment should be digitally uploaded or submitted in hardcopy. Assessments that are digitally uploaded should be saved in pdf format.

6.      You must attempt all questions.

7.      You must pass all assessments in order to pass the subject.

8.      All assessments are to be completed in accordance with WHS regulatory requirements.




Analysis for a change project that is being considered reveals that it will cost

$70,000 to establish (in year 0), and that the recurring costs for the next 3 years will be $25,000 (in years1, 2 & 3). There will be no benefits in year 0, but there will be $96,000 worth of benefits each year in years 1 through to 3.Using the formula above, calculate the payback period and the ROI. What is your recommendation?


Years Benefits Costs


The payback period is                                                                                years. The Return on Investment (ROI) is                                                                               %.

Would you recommend it as a good investment? Justify your answer.

Total part A: 10 marks





















You are the HR director at a large Australian bank with a bureaucratic authoritarian culture and a highly unionised workforce. In response to competitive pressures, the bank aims to become the fastest growing, most profitable bank in Australia.

They are also looking at expanding their operations in Asia as part of their growth strategy. You realised that in order to bring the company to reach new heights, the bank needs to make changes to their organisational culture.

  1. How are you going to introduce cultural change in the entire organisation?


  1. What are the risks of introducing a cultural change in a bureaucratic authoritarian culture and a highly unionised workforce? For example, if the change will require retrenchment, what are the risks involve? What are the barriers to change? (5marks)
  2. Perform a risk assessment for all the risks you identify including your recommended mitigation strategies. Use risk analysis forms similar to the oneyouusedinSession4. (10 marks)

Part B total: 20marks



Change at Asia/Pacific Manufacturing (APM)

The atmosphere in the boardroom was intense. Mon Ey, the financial director for APM just concluded his presentation on the current situation of the Australian manufacturing division of APM. The following conclusions were made based on the presentation:

  • APM Australian factories notcompetitive
  • Benchmarked against international best practice, production costs of the Australian manufacturing operations are the highest in the world
  • The Australian factories have low productivity and high labour costs
  • Must cut losses and expand elsewhere OR make the Australian operations more competitive
  • AtIfthismaterialises,all Australian operations will be sold off and moved overseas
  • Share price dropped 20 percent from the past six months

In view of the current problems of APM, they decided to hire the services of STegic, a strategic consultancy firm to make sense of the problem and possibly come up with a recommendation as to the best possible course of action.

The study conducted by STegic reveals the following issues:

  • If the Australian factories could achieve 90 percent of best practice figures for productivity and labour costs, the Australian operations would be among the most profitable in the company
  • Machines are ok, problem are people performance


  • Low production figures caused by lack of labour flexibility
  • Excessivepenaltyratesmakesituneconomicaltooperatefactoriessevendaysaweek
  • Workers are not motivated, thus absenteeism is high
  • Constant fight with unions over demarcation, workers show more loyalty to unions than to the company
  • Safety record of the Australian operations are worst in the company
  • Pay and conditions of employment are among the best in the world
  • Labour turnover is low
  • No clearly articulated HR strategy that is linked to the strategic business objectives
  • The Industrial Union of Manufacturing Workers (IUMW) is strong and dictates a lot of terms, for example: promotes the “last on, first off” policy, rewards based on senioritynotonmerit,everyonegetsanacross-the-boardsalaryirrespectiveontheir performance and the company’s profitability

After reading the case study:

  1. Identify change requirements/opportunities at APM (5marks)
  2. Develop strategic objectives in the areas of recruitment and selection, training and development, and remuneration and benefits (10 marks)
  3. Identify the major stakeholder’s concern and potential problems that might hinder the implementation of your new change strategy. Suggest possible ways to overcome these challenges (10 marks)
  4. Develop a change management project plan for the implementation of your proposed change management strategy. Your plan should include the following elements:

f Budget                                                                                                    (5marks)

f Resources (people, equipment, and material needed)                    (5marks)

f methodology for change program                                                      (5marks)

f objectives/outcomes                                                                              (5marks)

f Timetable                                                                                               (5marks)

  1. Develop communication/education plan to promote the benefits of the change to the organisation, to minimise loss and to enable people to accept change positively, then prepare a report (10 marks)

Part C total: 60marks Assessment 1 total: 90marks






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