Assignment 3 Requirement
Assignment 3 Reflective writing aims to get you to think
about your learning and understand your learning experiences.
When students write Assignment 3 need to follow steps:
1. Evaluate the effectiveness and your usefulness of the learning experience
Make judgments that are clearly connected to observations you have made. Answer the questions:
– What is your opinion about learning experience?
– What is the value of this experience?
2. Explain how this learning process will be useful to you
Consider: In what ways could this learning experience serve you in:
– course
– program
– future career
– life generally
Answer the question: 'How will you transfer or apply your new knowledge and
insights in the future?'
3. Describe objectively what happened in the learning process
Give the details of what happened in the learning process. Answer the question:
'What did you read, see, and hear?'
4. Evaluate what you learn
Make judgments connected to observations you have made in the Business
Research. Answer the question: 'How Business Research was useful for your
Research Learning Process?'
5. Explain your learning process:
New insights, connections with other learning, your feelings, hypotheses,
conclusions. Answer the questions:
'What was the reason you did particular activities (Assignment 1, Assignment 2?
6. Explain how this learning will apply
to your research subject, your course, future profession,
life … Answer the question: 'How could this learning apply in your future?'

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Assessment Item 4 Business Report
Due date: Week 12 (Friday, midnight, Darwin Time)
Value: 40%
Length: Maximum 3000 words
Task: Select any business (small, medium or large) with a presence in Australia.
Examine their website and social media presence (including LinkedIn, Facebook, Twitter and any others). Analyse the impact of Social Media on their core business. For this purpose, you will need to follow these steps.
1. Select any business that you would like to investigate within Australia
2. Identify all their social media channels and what they are being used for (for example, they may be using social media for recruitment, marketing, sales, creating a presence and increasing the reach etc)
3. Analyse how each of these channels are being used by the business and report this. You may use some free web based tools for this analysis as in the link:
http://simplymeasured.com/free-social-media-tools/#sm.00061k6f0146vfpwx061epy01lkrd
4. Identify additional social media channels that can be used to enhance their business and profits.
5. Provide clear recommendations with a forward planning strategy as to what the business should do, with justifications. This may include removing some channels that are not reliable, adding on more channels or a better mix.
6. References should be used in the End-note fashion. Tables, graphs, visuals may be used as embedded in the text.
Assessment criteria: The assessment criterion is mentioned in the assessment rubrics for the assessment item.

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Chapter 2 I Trait Approach 33
CASE 2.1
Choosing a New Director of Research
Sandra Coke is vice president for research and development at Great Lakes Foods (GLF), a large snack food company that has approximately 1,000 employees. As a result of a recent reorganization, Sandra must choose the new director of research. The director will report directly to Sandra and will be responsible for developing and testing new products. The research division of GLF employs about 200 people. The choice of directors is important because Sandra is receiving pressure from the president and board of GLF to improve the company’s overall growth and productivity.
Sandra has identified three candidates for the position. Each candidate is at the same managerial level. She is having difficulty choosing one of them because each has very strong credentials. Alexa Smith is a longtime employee of GLF who started part-time in the mailroom while in high school. After finishing school, Alexa worked in as many as 10 different positions throughout the company to become manager of new product marketing. Performance reviews of Alexa’s work have repeatedly described her as being very creative and insightful. In her tenure at GLF, Alexa has developed and brought to market four new product lines. Alexa is also known throughout GLF as being very persistent about her work: When she starts a project, she stays with it until it is finished. It is probably this quality that accounts for the success of each of the four new products with which she has been involved.
A second candidate for the new position is Kelsey Metts, who has been with GLF for 5 years and is manager of quality control for established products. Kelsey has a reputation for being very bright. Before joining GLF, she received her MBA at Harvard, graduating at the top of her class. People talk about Kelsey as the kind of person who will be president of her own company someday. Kelsey is also very personable. On all her performance reviews, she received extra-high scores on sociability and human relations. There isn’t a supervisor in the company who doesn’t have positive things to say about how comfortable it is to work with Kelsey. Since joining GLF, Kelsey has been instrumental in bringing two new product lines to market.
Thomas Santiago, the third candidate, has been with GLF for 10 years and is often consulted by upper management regarding strategic planning and corporate direction setting. Thomas has been very involved in establishing the vision for GLF and is a company person all the way. He believes in the values of GLF, and actively promotes its mission. The two
(Continued)
34 LEADERSHIP I THEORY AND PRACTICE
(Continued)
qualities that stand out above the rest in Thomas’s performance reviews are his honesty and integrity. Employees who have worked under his supervision consistently report that they feel they can trust Thomas to be fair and consistent. Thomas is highly respected at GLF. In his tenure at the company, Thomas has been involved in some capacity with the development of three new product lines.
The challenge confronting Sandra is to choose the best person for the newly established director’s position. Because of the pressure she feels from upper management, Sandra knows she must select the best leader for the new position.
Questions
1 Based on the information provided about the trait approach in Tables
2.1 and 2.2, if you were Sandra, whom would you select?

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Assignment 2
In this assignment you are using a variety of relevant and reliable project management literature to critically analyze your project's document known as the 'project management plan' (PMP), in the format of a professional report. This is a critical analysis of the documented 'project management plan' not the project itself nor how it was managed. Note: Include your project's PMP as Appendix 1 in your report. 'Project Management Plans' is also commonly referred to as 'Project Plan' or 'Project Implementation Plan'. Note carefully that a project schedule or a Gantt chart by itself is NOT a 'Project Management Plan'.assignment you are using a variety of relevant and reliable project management literature to critically analyse your project’s document known as the ‘project management plan’ (PMP), in the format of a professional report. This is a critical analysis of the documented ‘project management plan’ not the project itself nor how it was managed.
are also commonly called a ‘Project Plan’ or ‘Project Implementation Plan’. Note carefully that a project schedule or a Gantt chart by itself is NOT a ‘Project Management Plan’.
The PMP for your chosen project would be the sort of document that would be handed to a client / manager to illustrate how it is intended to manage the project through to completion. A PMP is an important document for achieving successful project outcomes, and is often used to gain sponsor / client commitment, and should contain sufficient information to allow such a decision to be made with confidence. Make sure you understand what a PMP is before you select a document for analysis.
The document could be an existing plan from your place of work or from another source if you do not have access to one from your workplace. Either way, the source should be clearly indicated.
Word count: 3000 – 4000 words approximately (excluding executive summary, figures, tables, appendices and reference list)
The structure of your report (assignment) shouldnt be as follows:
Assignment Mark Sheet (download this from the Assessment tab on the study desk)
Title page (report title, course details, author details, due date, etc. in the style of the professional report)
Executive Summary
Provides a stand-alone summary of this report for senior managers: why this report was prepared, how it is structured, and what are the important conclusions and recommendations. (NOTE: some of this information will be repeated in the introduction as well.)
1. Introduction (250 words)
Briefly state why your report has been prepared, what project is being analyzed, and how the report is structured. (Note – this may be similar to the introduction in assignment 1 if you have used the same project, but this is a new report, and you need to provide the information your reader needs to understand the report. both assignments. There is no need to reference assignment 1 if you are using your original work.)
2. Project background (250 words)
Your project description should describe the project and its context – what organization is the project owner / sponsor, what this organization is, why the project is being done, where it is located, etc. The description should contain enough detail for the reader to understand the reason behind each of the PMP components – why it is included and its content and format.
3. Structure of the PMP (1000 words)
What alternatives exist for the overall structure of PMP (examine and compare range of theories and opinions here)? What sections or headings would you expect to see in the Table of Contents of your PMP to present the information to decisionmakers? What does the theory say and how does this compare to your PMP?
4. Contents of the PMP (1500 – 2000 words)
Now provide a critical analysis of each of the major sections of your PMP and provide some theoretical framework for what is included in each section (eg why has the project schedule been included, is it a meaningful document, does it contain the right information, etc. .?) This explanation will be drawn from the study modules, textbook, selected readings, and other sources. This discussion will probably cover most, if not all, of the knowledge areas covered under the Guide to the Project Management Body of Knowledge (PMBOK® Guide) (PMI 2013) in one form or another. It does not have to be under those headings but should clearly indicate that it covers all recognized areas covered by the various Project Management Bodies of Knowledge.
5. Conclusions (250 words)
Summarize your findings from the analysis of your PMP. What did you find out about the PMP? Does it conform to the recognized theory? What aspects are important and are of significance to project outcomes? What are its strengths and weaknesses? (Focus here on your PMP and not on the theory).
6. Recommendations (250 words)
What are your recommendations flowing from this analysis with regard to your chosen PMP? What changes should be made to your PMP for this project (or similar future projects)? Address the shortcomings identified in your conclusions. Again, focus on recommendations related to your PMP and not on the project itself.

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ACCY963 – CASE STUDY — T3 2017
CASE STUDY
Jordan and Cameron are a married couple. Jordan works in IT and earns $180 000 p.a. The company he works for also pays for his family’s private medical insurance, $4 000 p.a. and provides him with a car for private use which is estimated to be worth $20 000 p.a. He works from home and only occasionally goes in to the company office in the city. Cameron works as a marketing executive and earns $120 000 p.a.
They have two children (both living at home) — Miranda, aged 22, undertaking graduate studies at university as a full fee paying student and also working on a casual basis earning $300 per week; Cate, aged 18, undertaking a HECS supported undergraduate degree full time, is not working but is financially supported by her parents.
Jordan and Cameron have accumulated share and property portfolios and seek advice from you in respect of calculating their tax liabilities. They have not taken any interest in their financial affairs to date but want to take a more active role in this now.
The couple provides the following information:
1. Balance sheet, other income and interest expenses
Assets
Home and contents $1 000 000
Cars $60 000
Holiday house (rental income this financial year $4000) $500 000
Investment property (rental income this financial year $22 000) $900 000
Bank account (interest earned this financial year $2 000) po ooq
Share portfolio (fully franked dividends of $20 000 paid this financial year) $530 000 – —–.;
Superannuation- Jordan (after-tax return of $80 000) $1 200 000
Superannuation- Cameron (after-tax return of $60 000) $ 800 000
Total assets 5 060 000
Liabilities and interest expenses
Mortgage on home (interest paid this financial year, $12 000) 0 ( 0 c ‘ • $350 000
Mortgage on investment property (interest paid this financial year, $56 000) $700 000
Mortgage on holiday house (interest paid this financial year, $32 000) $390 000
Bank loan on share portfolio (interest paid this financial year $3 500) $50 000
Credit card (interest paid this financial year $1 500) ( AO Aeck 17,04 $10 000
Total liabilities $1500 000
Comment [CO Students need to know that earnings include what they get In hand and also what has been taken out for tax so this is not to be put in
Comment [)G2]: I guess this Is the term deposit?
Comment [C5]: Again, this Is not relevant for tax reasons
Comment [C3]: Doesn’t matter- not relevant
Comment PG4]: Does this bank account amount include interest Income?
Comment pG6]: Can you specify whether this loan policy only requires interest repayment or it also asks for the repayment of principal (which is not mentioned in the table)?
Also with the following loans. Hi Jimmy, this will not be relevant and only add more words- for tax all that is relevant is what tax is paid (not earned- interest must be paid) for tax reasons.
Page 1 oft
ACCY963 Case Study Trimester 3, 2017
.
2. Other expenditure
In addition to their interest and loan repayments, the couple incurred the following expenses during the year:
Expenditure Cameron Jordan
Work related expenses $1000 $2200
Travelling to and from home r co. tic (644 6 le ) _ $1200 $1500
Child care expenses 4 (11 4,1r/ i f ei fr) 1P ) $0 $6000
Donations $500 $0
Living costs vi Ca tial 01-cri) le )._ $18 000 $18 000
Expenses (not including interest) related to holiday home – Total of $15 000
Expenses (not including interest) related to investment property-Total $9 000
Tax agents’ fees $700 $900
3. Additional information
• All of the assets are jointly owned in the names of Jordan and Cameron of except for the share portfolio which is in the name of Cameron only.
• The share portfolio was acquired for $200 000 in 2002.
• Cameron has a carried forward capital loss of $7000 relating to some shares she sold 3 years ago.
• The investment property is available for rent all year and this year, due to a change in tenants, it was rented out for 10 months.
• The holiday home was available for rent for nine (9) months of the year but was only rented out for five (5) months.
• Jordan’s employer deducted $58 000 as PAYG tax while Cameron’s employer deducted $35 000 as PAYG tax.
REQUIRED
1. Calculate the net tax payable/refundable for the current year for both Jordan and Cameron and justify any inclusions other than their salaries.
2. As Jordan works from home, he is wondering whether he can get his younger daughter Cate, who is a full time student and not otherwise employed, to carry out some minor administrative work for him as a personal assistant for two hours a week. He would like to pay her $200/hr or $400/wk. This would reduce his taxable income and, in Cate’s hands, the income would attract very little, if any, tax. Advise Jordan in this matter.
Page 2 of 2
ACCY963 Case Study Trimester 3, 2017
Comment PG7]: Similar to the above table, are these loan repayments or just general expenses (for renting)? The students should know (assumed knowledge which is relevant for them to have), by now that payment of a loan is not an expense.

REFLECTION  B

 

 

 

By utilising practice development concepts such as person-centeredness and reflection, you should come away with a deeper sense of self and new ways of practicing (Edward, Munro et al., 2014, p.613-614).

 

Assignment Instructions:

1. In one sentence describe your thoughts and feelings about mental illness that you expressed in your refection Part A assignment.
2. Briefly describe your thoughts and feelings about mental illness now.
3. Discuss any differences now from your previous reflection.
4. Identify any changes you will make to your nursing practice as a result of your reflections.
5. Identify what nursing principles underpin the practice you intend.
6. Discuss how you expect these principles will be reflected in the way you deliver nursing care comparing these to the National Standards for Mental Health Nurses – open the hyperlink:

http://www.acmhn.org/publications/standards-of-practice

1. As a result of this course are you likely to pursue a career in mental Health? Explain why or why not.
2. To submit your reflection: Create a word document no more than two pages and approx. 500-700 words. Then access Moodle Assignment Submission to submit your work. Include your name and student number in the top right. You do not need to attach a cover sheet to this piece of assessment.

Follow the steps below to submit your assignment file:

1. Select the Submit Assignment link. This will open a new window and you should now be in the Moodle Assignment Submission.
2. Select Edit Submission tag, which will open.
3. The next screen is where you attach your files.
4. Select on the left hand side of the box. Click on to add your file.
5. Browse and choose the appropriately named file and press upload this file.
6. Once the file has been uploaded and visible, and you are happy with the correct file, you will see the file you have just attached in the Attached Files box showing the name of the file press Save Changes.
7. You have now completed submitting your assignment. Close the browser window to return to your Study Desk.

 

Marking Guide

To attract full marks you must meet all of the above guidelines as well as to answer each question using correct grammar and without spelling errors. Sentences will clearly articulate your content and paragraphs will be used correctly. There will be 500-700 words and the response will be on one-two pages.

Up to:

1.5 marks will be deducted for each portion of 100 words that does not meet the required word count eg: – a reflection totalling 450 words will attract a deduction of 1.5. A refection of 300 words will attract a deduction of 3.does not meet the required word count eg : – a reflection totalling 450 words will attract a deduction of 1.5. A refection of 300 words will attracted a deduction of 3.

1 mark will be deducted for any spelling errors

1 mark will be deducted for any grammatical errors including punctuation.

1 mark will be deducted if you fail to answer the question content being asked

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 BMA583 – Individual Capstone Case Analysis CASE INFORMATION Chapter One – Introduction ProService Co is a professional services (consulting engineers and project management) firm with five offices in the Asia Pacific region. The Head Office is located in Melbourne, Australia, with satellite offices in Sydney, Brisbane, Wellington (NZ) and Hong Kong. The 420 employees are distributed throughout the offices (see attached workforce profile) with most based in Australia. The organisation has grown significantly over the past ten years, having been founded by its current Managing Director (Shona Smith) and several current board members. An aggressive growth strategy has increased employee numbers from a small team of 25 in 2002 to 420 today. This has been managed through organic growth (recruitment of employees to the firm) and targeted acquisitions of smaller firms in strategic geographical regions in order to acquire specific skill sets and market position (e.g. project management & consulting in Hong Kong). Such an aggressive approach has brought with it challenges as well as achievements. Challenges include issues of sourcing and keeping professional staff with high quality skills in thin labour markets, dealing with cross-cultural interpersonal differences, managing inter-office teams in a high functioning environment while managing high risk and time critical projects (e.g. design, build and commissioning of high tech factories in China) and managing cultural integration of disparate organisations during acquisitions. Achievements include being recognised as an innovative, smart and contemporary provider of high quality builds and project management services. ProService Co is recognised as a leader in its field and is conscious that with growth comes greater levels of managerial complexity. The Board of Directors is keen to ensure its prime asset – its workforce – is managed well to ensure that the business has the capacity to meet its future challenges. Shona Smith is keen to leverage further growth from the resources boom in Western Australia and exploit opportunities in the Middle East. She is currently negotiating with a small consulting engineering firm in Perth that specialises in mining and environmental services as well as a project management firm in Abu Dhabi. If these mergers are achieved, further growth is likely for ProService Co taking the headcount from 420 to 490 in a very short period of time. As part of the strategic planning process, the HR Manager, Alaine Jones, has called a two-day meeting of the HR team across all offices. Each office HR representative has been asked to discuss a topical issue that they are dealing with at the meeting and to identify risks, opportunities and threats for the business and the management of its people going forward for the next three years. Head Office (Melbourne) identified the increasing trend of occupational health and safety incidents being reported from the Sydney office. Over the last three years, lost time injuries (LTIs) have increased from 8 to 22 and near missed had risen from 26 to 58. Most of the injuries had occurred out of the office on sites where engineers are required to work while undertaking design, commissioning or build, supervisory work. Representatives from other offices indicated that OH&S and injury management was on their ‘watch list’ as an issue for continual review. 2 BMA583 – Individual Capstone Case Analysis CASE INFORMATION Shelly North from the Melbourne office reported that the Brisbane office had recently been challenged over a possible unfair dismissal case. They suggested that the matter had been dropped and the individual had moved onto another role at a competitor company. The facts of the matter briefly indicated that it had come to light that the individual had been approached by a competitor and was being courted for a senior role in that company. The individual was suspected of sharing client lists and other commercial in confidence material with staff from the other company and was therefore summarily dismissed and escorted from the building. While no firm evidence was found to support the claims the individual’s line manager had lost faith in him and convinced the office manager that dismissal was the only course of action. The HR representative in Head Office was not consulted prior to the dismissal and she found later that company codes of conduct had not been provided to any new staff member at the Brisbane office since the acquisition with ProService Co two years ago. Managers from the Brisbane office had also been involved in three formal sexual harassment cases. Two female and one male employee had taken action against three managers in three separate incidents. All had been taken straight to the Queensland Anti-Discrimination Commission and Anti-Discrimination Tribunal rather than seeking resolution by internal mechanisms (i.e. contact officers and complaints procedures). None were considered serious by the office manager who said that the incidents “were only harmless fun that had got out of hand”. One was an incident at a Christmas party, one occurred on a client’s work site and one was “just a misunderstanding” between a female manager and a male team member. All three were still being investigated. Another issue put on the ‘watch list’ was the informal bullying complaint made about the Melbourne office manager in the recent past. It is alleged that a team member had consistently been left out of social events, had been targeted for greater than normal workloads outside of operating hours (oncall work) and had been subject to aggressive behaviour by the office manager. This is being investigated and the team member is currently off work on sick leave until further notice. Questions to consider: Imagine you’ve been hired as a consultant by Proservice to advise them on the HR issues. From your perspective: • What specific challenges do you believe the HR team currently face? • What do you predict might be emerging HRM issues for consideration? • Why does the Board believe people are its prime asset in this organisation? 3 BMA583 – Individual Capstone Case Analysis CASE INFORMATION Chapter Two – Strategic Priority Areas for ProServices Co While ProService Co weathered the global financial crisis relatively well, strong, unabated growth in the company resulted in a number of identified HRM issues that need to be addressed in the coming period of more considered business growth and consolidation. As noted previously acquisitions of a number of smaller organisations has added to the organic growth of the organisation. This has allowed the company to diversify further into project management and to add a greater scope of ‘cutting edge’, best practice engineering services to its portfolio. However, the systems and structures that served a small, growing organisation are failing to accommodate a culturally diverse and multidisciplinary business. Over the last two years the Board has been concerned that although the business has been highly successful in building a strong client base and a reputation for excellence, there have been a number of staff related issues (mentioned in Chapter One) that have the capacity to damage the corporate brand. Rather than address each one of those issues symptomatically the Board has directed that a holistic review of the HR structures be undertaken to investigate underlying structural issues. At the last Board meeting Shona Smith (CEO) and Alaine Jones (HR Manager) were charged with identifying a consolidated approach to addressing the emerging issues identified as priority areas for the business. These priority areas include: • Investigating structures and processes that unify the behaviour and outlook of staff with strategic intent and operations of the organisation to minimise dissonance; • Development of a single approach to management and leadership across all offices to forge a single approach to the way in which the organisation interacts with its people; • Development of a consistent suite of role statements/job descriptions for the organisation as a whole rather than a collection of disparate entities under the ProService Co corporate umbrella; • Implementation of a robust method of assessing performance and skilling individuals to achieve strategic business objectives as well as ensuring that current capabilities meet required project outcomes. Shona and Alaine have a number of concerns with regards to the ability of ProService to rise to the above challenges. This is due to: • Past inability to develop the structures to support growth; • Ability to communicate strategic intent to all parts of the business and its people; • Ethical considerations of progressing a unitarist paradigm; • Ability to undertake job analysis, design and a consistent approach to role identification in a business with diverse objectives, people and locations… is this even possible, desirable, or consistent with business objectives? • Unknown performance management methodology appropriate in a global business; how can we manage the process? • Whether performance management should be the sole basis for remuneration determination; 4 BMA583 – Individual Capstone Case Analysis CASE INFORMATION • The impact culture and context will have in determining relevance of motivational approaches. Due to these challenges and concerns Shona and Alaine have requested the assistance of a strategic HR management consultant in developing a suite of preliminary project plans to meet the Board’s directives. Questions to consider: • If you were engaged as the consultant to develop a suite of initiatives to meet the priority HR areas what would you do? Where would you start? What questions would you be asking of Shona, Alaine, and the staff? What initiatives would you recommend for each of the considerations? • Consider prevailing theory regarding issues such as job design, business ethics, leadership and performance management in the current business context. How might your recommendations serve to minimise the challenges and concerns raised? 5 BMA583 – Individual Capstone Case Analysis CASE INFORMATION Chapter Three – The Need for a Structural Reform of the HR Function As part of the board’s move toward reviewing business practices as they relate to the management of people at ProService Co, a broadening of the investigation into appropriate structures and processes has been suggested. While Shona Smith and Alaine Jones have, in consultation with a consultant in strategic HR, identified a suite of initiatives to address underlying issues, the investigation has identified several other areas for review. During the consultation process with staff, several issues have been brought to light. These include the following: • The ad hoc and disjointed means of setting, reviewing and managing remuneration and salary packaging is creating dissent among the staff. This is illustrated by one example of an engineer in the Sydney office being paid $12,000 more than her colleague in the Hong Kong office for the same work. Her manager defended this by suggesting that she puts in a greater level of work hours and achieves better results than her Hong Kong counterpart. However, when the manager was pressed to provide evidence of this, he suggested that it was his opinion and that’s all that mattered. • Salary packaging has been dependent on the individual manager when recruiting for new staff and through informal performance appraisals during the year. This practice has been defended by suggesting that talented individuals need encouragement to leave other employers to join or to remain loyal to ProService Co. • In an effort to be considered an ‘employer of choice’ and to attract and retain the most talented engineers, project managers and technical experts, a broadening gap has emerged between those in technical and consulting roles and support staff (e.g. IT and administration). While technical staff have access to a range of benefits such as cars, laptops, health insurance and purchased leave, support staff have had access only to cashbased remuneration. • Managers argue that retention is all about the money and to keep talented individuals the business needs to constantly ‘up the ante,’ in order to remain competitive in a global market and retain key people in the business that can replace those about to retire. • People with caring responsibilities for older parents and young children have left the business due to an unspoken managerial pressure to be at work from early morning till late afternoon, Monday to Friday. In light of this emerging picture of the business at its grass-roots Shona Smith and the HR Manager have resolved to undertake a full structural ‘overhaul’ of the HR function. Their key objectives include: • developing an integrated suite of HR processes and practices that tie strategic recruitment practices and employer brand to performance management and remuneration across all offices ; • identifying an appropriate value proposition to engage and retain skilled and high performing individuals, especially those with caring and family responsibilities; • implementing a means of addressing contemporary issues such as an ageing workforce, global business expansion and changing work practices. Again, the strategic HR consultant is brought in to provide an external view of potential initiatives to achieve appropriate outcomes for the business. 6 BMA583 – Individual Capstone Case Analysis CASE INFORMATION Questions to consider: • Given that there is a desire to see an integrated and holistic approach to the ‘overhaul’ of the HR function, what issues do you see as being important to address first? • What structures, processes or activities do you believe are necessary to provide ProService Co with the capability to achieve its desired HR objectives? What factors are important to consider? 7 BMA583 – Individual Capstone Case Analysis CASE INFORMATION ProService Co – Workforce Profile Office Headcount Skills Profile Approx. Gender Profile % M / F Approx. Age Profile 20- 30 31-45 46- 60 Average Annual Labour Turnover by Office Melbourne (head office) 120 Engineers 81 80 20 30 40 11 14% Project Managers 21 60 40 10 4 7 Admin 11 10 90 5 5 1 IT 4 100 2 2 HR 3 100 1 1 1 Sydney 85 Engineers 47 90 10 10 13 24 19% Project Managers 34 80 20 2 12 20 Admin 3 100 2 1 IT 1 100 1 HR 0 Brisbane 86 Engineers 58 85 15 14 11 33 10% Project Managers 23 60 40 5 15 3 Admin 3 33 67 1 1 1 IT 2 100 1 1 HR 0 Wellington 92 Engineers 41 60 40 14 6 21 26% Project Managers 42 65 35 20 12 10 Admin 5 20 80 2 2 1 8 BMA583 – Individual Capstone Case Analysis CASE INFORMATION IT 3 66 33 1 2 HR 1 100 1 Hong Kong 37 Engineers 15 85 15 2 10 3 8% Project Managers 17 90 10 4 12 1 Admin 3 100 2 1 IT 1 100 1 HR 1 100 1 Shanghai 38 Abu Dhabi 32

1 BMA583 – Individual Capstone Case Analysis CASE INFORMATION Chapter One – Introduction ProService Co is a professional services (consulting engineers and project management) firm with five offices in the Asia Pacific region. The Head Office is located in Melbourne, Australia, with satellite offices in Sydney, Brisbane, Wellington (NZ) and Hong Kong. The 420 employees are distributed throughout the offices (see attached workforce profile) with most based in Australia. The organisation has grown significantly over the past ten years, having been founded by its current Managing Director (Shona Smith) and several current board members. An aggressive growth strategy has increased employee numbers from a small team of 25 in 2002 to 420 today. This has been managed through organic growth (recruitment of employees to the firm) and targeted acquisitions of smaller firms in strategic geographical regions in order to acquire specific skill sets and market position (e.g. project management & consulting in Hong Kong). Such an aggressive approach has brought with it challenges as well as achievements. Challenges include issues of sourcing and keeping professional staff with high quality skills in thin labour markets, dealing with cross-cultural interpersonal differences, managing inter-office teams in a high functioning environment while managing high risk and time critical projects (e.g. design, build and commissioning of high tech factories in China) and managing cultural integration of disparate organisations during acquisitions. Achievements include being recognised as an innovative, smart and contemporary provider of high quality builds and project management services. ProService Co is recognised as a leader in its field and is conscious that with growth comes greater levels of managerial complexity. The Board of Directors is keen to ensure its prime asset – its workforce – is managed well to ensure that the business has the capacity to meet its future challenges. Shona Smith is keen to leverage further growth from the resources boom in Western Australia and exploit opportunities in the Middle East. She is currently negotiating with a small consulting engineering firm in Perth that specialises in mining and environmental services as well as a project management firm in Abu Dhabi. If these mergers are achieved, further growth is likely for ProService Co taking the headcount from 420 to 490 in a very short period of time. As part of the strategic planning process, the HR Manager, Alaine Jones, has called a two-day meeting of the HR team across all offices. Each office HR representative has been asked to discuss a topical issue that they are dealing with at the meeting and to identify risks, opportunities and threats for the business and the management of its people going forward for the next three years. Head Office (Melbourne) identified the increasing trend of occupational health and safety incidents being reported from the Sydney office. Over the last three years, lost time injuries (LTIs) have increased from 8 to 22 and near missed had risen from 26 to 58. Most of the injuries had occurred out of the office on sites where engineers are required to work while undertaking design, commissioning or build, supervisory work. Representatives from other offices indicated that OH&S and injury management was on their ‘watch list’ as an issue for continual review. 2 BMA583 – Individual Capstone Case Analysis CASE INFORMATION Shelly North from the Melbourne office reported that the Brisbane office had recently been challenged over a possible unfair dismissal case. They suggested that the matter had been dropped and the individual had moved onto another role at a competitor company. The facts of the matter briefly indicated that it had come to light that the individual had been approached by a competitor and was being courted for a senior role in that company. The individual was suspected of sharing client lists and other commercial in confidence material with staff from the other company and was therefore summarily dismissed and escorted from the building. While no firm evidence was found to support the claims the individual’s line manager had lost faith in him and convinced the office manager that dismissal was the only course of action. The HR representative in Head Office was not consulted prior to the dismissal and she found later that company codes of conduct had not been provided to any new staff member at the Brisbane office since the acquisition with ProService Co two years ago. Managers from the Brisbane office had also been involved in three formal sexual harassment cases. Two female and one male employee had taken action against three managers in three separate incidents. All had been taken straight to the Queensland Anti-Discrimination Commission and Anti-Discrimination Tribunal rather than seeking resolution by internal mechanisms (i.e. contact officers and complaints procedures). None were considered serious by the office manager who said that the incidents “were only harmless fun that had got out of hand”. One was an incident at a Christmas party, one occurred on a client’s work site and one was “just a misunderstanding” between a female manager and a male team member. All three were still being investigated. Another issue put on the ‘watch list’ was the informal bullying complaint made about the Melbourne office manager in the recent past. It is alleged that a team member had consistently been left out of social events, had been targeted for greater than normal workloads outside of operating hours (oncall work) and had been subject to aggressive behaviour by the office manager. This is being investigated and the team member is currently off work on sick leave until further notice. Questions to consider: Imagine you’ve been hired as a consultant by Proservice to advise them on the HR issues. From your perspective: • What specific challenges do you believe the HR team currently face? • What do you predict might be emerging HRM issues for consideration? • Why does the Board believe people are its prime asset in this organisation? 3 BMA583 – Individual Capstone Case Analysis CASE INFORMATION Chapter Two – Strategic Priority Areas for ProServices Co While ProService Co weathered the global financial crisis relatively well, strong, unabated growth in the company resulted in a number of identified HRM issues that need to be addressed in the coming period of more considered business growth and consolidation. As noted previously acquisitions of a number of smaller organisations has added to the organic growth of the organisation. This has allowed the company to diversify further into project management and to add a greater scope of ‘cutting edge’, best practice engineering services to its portfolio. However, the systems and structures that served a small, growing organisation are failing to accommodate a culturally diverse and multidisciplinary business. Over the last two years the Board has been concerned that although the business has been highly successful in building a strong client base and a reputation for excellence, there have been a number of staff related issues (mentioned in Chapter One) that have the capacity to damage the corporate brand. Rather than address each one of those issues symptomatically the Board has directed that a holistic review of the HR structures be undertaken to investigate underlying structural issues. At the last Board meeting Shona Smith (CEO) and Alaine Jones (HR Manager) were charged with identifying a consolidated approach to addressing the emerging issues identified as priority areas for the business. These priority areas include: • Investigating structures and processes that unify the behaviour and outlook of staff with strategic intent and operations of the organisation to minimise dissonance; • Development of a single approach to management and leadership across all offices to forge a single approach to the way in which the organisation interacts with its people; • Development of a consistent suite of role statements/job descriptions for the organisation as a whole rather than a collection of disparate entities under the ProService Co corporate umbrella; • Implementation of a robust method of assessing performance and skilling individuals to achieve strategic business objectives as well as ensuring that current capabilities meet required project outcomes. Shona and Alaine have a number of concerns with regards to the ability of ProService to rise to the above challenges. This is due to: • Past inability to develop the structures to support growth; • Ability to communicate strategic intent to all parts of the business and its people; • Ethical considerations of progressing a unitarist paradigm; • Ability to undertake job analysis, design and a consistent approach to role identification in a business with diverse objectives, people and locations… is this even possible, desirable, or consistent with business objectives? • Unknown performance management methodology appropriate in a global business; how can we manage the process? • Whether performance management should be the sole basis for remuneration determination; 4 BMA583 – Individual Capstone Case Analysis CASE INFORMATION • The impact culture and context will have in determining relevance of motivational approaches. Due to these challenges and concerns Shona and Alaine have requested the assistance of a strategic HR management consultant in developing a suite of preliminary project plans to meet the Board’s directives. Questions to consider: • If you were engaged as the consultant to develop a suite of initiatives to meet the priority HR areas what would you do? Where would you start? What questions would you be asking of Shona, Alaine, and the staff? What initiatives would you recommend for each of the considerations? • Consider prevailing theory regarding issues such as job design, business ethics, leadership and performance management in the current business context. How might your recommendations serve to minimise the challenges and concerns raised? 5 BMA583 – Individual Capstone Case Analysis CASE INFORMATION Chapter Three – The Need for a Structural Reform of the HR Function As part of the board’s move toward reviewing business practices as they relate to the management of people at ProService Co, a broadening of the investigation into appropriate structures and processes has been suggested. While Shona Smith and Alaine Jones have, in consultation with a consultant in strategic HR, identified a suite of initiatives to address underlying issues, the investigation has identified several other areas for review. During the consultation process with staff, several issues have been brought to light. These include the following: • The ad hoc and disjointed means of setting, reviewing and managing remuneration and salary packaging is creating dissent among the staff. This is illustrated by one example of an engineer in the Sydney office being paid $12,000 more than her colleague in the Hong Kong office for the same work. Her manager defended this by suggesting that she puts in a greater level of work hours and achieves better results than her Hong Kong counterpart. However, when the manager was pressed to provide evidence of this, he suggested that it was his opinion and that’s all that mattered. • Salary packaging has been dependent on the individual manager when recruiting for new staff and through informal performance appraisals during the year. This practice has been defended by suggesting that talented individuals need encouragement to leave other employers to join or to remain loyal to ProService Co. • In an effort to be considered an ‘employer of choice’ and to attract and retain the most talented engineers, project managers and technical experts, a broadening gap has emerged between those in technical and consulting roles and support staff (e.g. IT and administration). While technical staff have access to a range of benefits such as cars, laptops, health insurance and purchased leave, support staff have had access only to cashbased remuneration. • Managers argue that retention is all about the money and to keep talented individuals the business needs to constantly ‘up the ante,’ in order to remain competitive in a global market and retain key people in the business that can replace those about to retire. • People with caring responsibilities for older parents and young children have left the business due to an unspoken managerial pressure to be at work from early morning till late afternoon, Monday to Friday. In light of this emerging picture of the business at its grass-roots Shona Smith and the HR Manager have resolved to undertake a full structural ‘overhaul’ of the HR function. Their key objectives include: • developing an integrated suite of HR processes and practices that tie strategic recruitment practices and employer brand to performance management and remuneration across all offices ; • identifying an appropriate value proposition to engage and retain skilled and high performing individuals, especially those with caring and family responsibilities; • implementing a means of addressing contemporary issues such as an ageing workforce, global business expansion and changing work practices. Again, the strategic HR consultant is brought in to provide an external view of potential initiatives to achieve appropriate outcomes for the business. 6 BMA583 – Individual Capstone Case Analysis CASE INFORMATION Questions to consider: • Given that there is a desire to see an integrated and holistic approach to the ‘overhaul’ of the HR function, what issues do you see as being important to address first? • What structures, processes or activities do you believe are necessary to provide ProService Co with the capability to achieve its desired HR objectives? What factors are important to consider? 7 BMA583 – Individual Capstone Case Analysis CASE INFORMATION ProService Co – Workforce Profile Office Headcount Skills Profile Approx. Gender Profile % M / F Approx. Age Profile 20- 30 31-45 46- 60 Average Annual Labour Turnover by Office Melbourne (head office) 120 Engineers 81 80 20 30 40 11 14% Project Managers 21 60 40 10 4 7 Admin 11 10 90 5 5 1 IT 4 100 2 2 HR 3 100 1 1 1 Sydney 85 Engineers 47 90 10 10 13 24 19% Project Managers 34 80 20 2 12 20 Admin 3 100 2 1 IT 1 100 1 HR 0 Brisbane 86 Engineers 58 85 15 14 11 33 10% Project Managers 23 60 40 5 15 3 Admin 3 33 67 1 1 1 IT 2 100 1 1 HR 0 Wellington 92 Engineers 41 60 40 14 6 21 26% Project Managers 42 65 35 20 12 10 Admin 5 20 80 2 2 1 8 BMA583 – Individual Capstone Case Analysis CASE INFORMATION IT 3 66 33 1 2 HR 1 100 1 Hong Kong 37 Engineers 15 85 15 2 10 3 8% Project Managers 17 90 10 4 12 1 Admin 3 100 2 1 IT 1 100 1 HR 1 100 1 Shanghai 38 Abu Dhabi 32

1 BMA583 – Individual Capstone Case Analysis CASE INFORMATION Chapter One – Introduction ProService Co is a professional services (consulting engineers and project management) firm with five offices in the Asia Pacific region. The Head Office is located in Melbourne, Australia, with satellite offices in Sydney, Brisbane, Wellington (NZ) and Hong Kong. The 420 employees are distributed throughout the offices (see attached workforce profile) with most based in Australia. The organisation has grown significantly over the past ten years, having been founded by its current Managing Director (Shona Smith) and several current board members. An aggressive growth strategy has increased employee numbers from a small team of 25 in 2002 to 420 today. This has been managed through organic growth (recruitment of employees to the firm) and targeted acquisitions of smaller firms in strategic geographical regions in order to acquire specific skill sets and market position (e.g. project management & consulting in Hong Kong). Such an aggressive approach has brought with it challenges as well as achievements. Challenges include issues of sourcing and keeping professional staff with high quality skills in thin labour markets, dealing with cross-cultural interpersonal differences, managing inter-office teams in a high functioning environment while managing high risk and time critical projects (e.g. design, build and commissioning of high tech factories in China) and managing cultural integration of disparate organisations during acquisitions. Achievements include being recognised as an innovative, smart and contemporary provider of high quality builds and project management services. ProService Co is recognised as a leader in its field and is conscious that with growth comes greater levels of managerial complexity. The Board of Directors is keen to ensure its prime asset – its workforce – is managed well to ensure that the business has the capacity to meet its future challenges. Shona Smith is keen to leverage further growth from the resources boom in Western Australia and exploit opportunities in the Middle East. She is currently negotiating with a small consulting engineering firm in Perth that specialises in mining and environmental services as well as a project management firm in Abu Dhabi. If these mergers are achieved, further growth is likely for ProService Co taking the headcount from 420 to 490 in a very short period of time. As part of the strategic planning process, the HR Manager, Alaine Jones, has called a two-day meeting of the HR team across all offices. Each office HR representative has been asked to discuss a topical issue that they are dealing with at the meeting and to identify risks, opportunities and threats for the business and the management of its people going forward for the next three years. Head Office (Melbourne) identified the increasing trend of occupational health and safety incidents being reported from the Sydney office. Over the last three years, lost time injuries (LTIs) have increased from 8 to 22 and near missed had risen from 26 to 58. Most of the injuries had occurred out of the office on sites where engineers are required to work while undertaking design, commissioning or build, supervisory work. Representatives from other offices indicated that OH&S and injury management was on their ‘watch list’ as an issue for continual review. 2 BMA583 – Individual Capstone Case Analysis CASE INFORMATION Shelly North from the Melbourne office reported that the Brisbane office had recently been challenged over a possible unfair dismissal case. They suggested that the matter had been dropped and the individual had moved onto another role at a competitor company. The facts of the matter briefly indicated that it had come to light that the individual had been approached by a competitor and was being courted for a senior role in that company. The individual was suspected of sharing client lists and other commercial in confidence material with staff from the other company and was therefore summarily dismissed and escorted from the building. While no firm evidence was found to support the claims the individual’s line manager had lost faith in him and convinced the office manager that dismissal was the only course of action. The HR representative in Head Office was not consulted prior to the dismissal and she found later that company codes of conduct had not been provided to any new staff member at the Brisbane office since the acquisition with ProService Co two years ago. Managers from the Brisbane office had also been involved in three formal sexual harassment cases. Two female and one male employee had taken action against three managers in three separate incidents. All had been taken straight to the Queensland Anti-Discrimination Commission and Anti-Discrimination Tribunal rather than seeking resolution by internal mechanisms (i.e. contact officers and complaints procedures). None were considered serious by the office manager who said that the incidents “were only harmless fun that had got out of hand”. One was an incident at a Christmas party, one occurred on a client’s work site and one was “just a misunderstanding” between a female manager and a male team member. All three were still being investigated. Another issue put on the ‘watch list’ was the informal bullying complaint made about the Melbourne office manager in the recent past. It is alleged that a team member had consistently been left out of social events, had been targeted for greater than normal workloads outside of operating hours (oncall work) and had been subject to aggressive behaviour by the office manager. This is being investigated and the team member is currently off work on sick leave until further notice. Questions to consider: Imagine you’ve been hired as a consultant by Proservice to advise them on the HR issues. From your perspective: • What specific challenges do you believe the HR team currently face? • What do you predict might be emerging HRM issues for consideration? • Why does the Board believe people are its prime asset in this organisation? 3 BMA583 – Individual Capstone Case Analysis CASE INFORMATION Chapter Two – Strategic Priority Areas for ProServices Co While ProService Co weathered the global financial crisis relatively well, strong, unabated growth in the company resulted in a number of identified HRM issues that need to be addressed in the coming period of more considered business growth and consolidation. As noted previously acquisitions of a number of smaller organisations has added to the organic growth of the organisation. This has allowed the company to diversify further into project management and to add a greater scope of ‘cutting edge’, best practice engineering services to its portfolio. However, the systems and structures that served a small, growing organisation are failing to accommodate a culturally diverse and multidisciplinary business. Over the last two years the Board has been concerned that although the business has been highly successful in building a strong client base and a reputation for excellence, there have been a number of staff related issues (mentioned in Chapter One) that have the capacity to damage the corporate brand. Rather than address each one of those issues symptomatically the Board has directed that a holistic review of the HR structures be undertaken to investigate underlying structural issues. At the last Board meeting Shona Smith (CEO) and Alaine Jones (HR Manager) were charged with identifying a consolidated approach to addressing the emerging issues identified as priority areas for the business. These priority areas include: • Investigating structures and processes that unify the behaviour and outlook of staff with strategic intent and operations of the organisation to minimise dissonance; • Development of a single approach to management and leadership across all offices to forge a single approach to the way in which the organisation interacts with its people; • Development of a consistent suite of role statements/job descriptions for the organisation as a whole rather than a collection of disparate entities under the ProService Co corporate umbrella; • Implementation of a robust method of assessing performance and skilling individuals to achieve strategic business objectives as well as ensuring that current capabilities meet required project outcomes. Shona and Alaine have a number of concerns with regards to the ability of ProService to rise to the above challenges. This is due to: • Past inability to develop the structures to support growth; • Ability to communicate strategic intent to all parts of the business and its people; • Ethical considerations of progressing a unitarist paradigm; • Ability to undertake job analysis, design and a consistent approach to role identification in a business with diverse objectives, people and locations… is this even possible, desirable, or consistent with business objectives? • Unknown performance management methodology appropriate in a global business; how can we manage the process? • Whether performance management should be the sole basis for remuneration determination; 4 BMA583 – Individual Capstone Case Analysis CASE INFORMATION • The impact culture and context will have in determining relevance of motivational approaches. Due to these challenges and concerns Shona and Alaine have requested the assistance of a strategic HR management consultant in developing a suite of preliminary project plans to meet the Board’s directives. Questions to consider: • If you were engaged as the consultant to develop a suite of initiatives to meet the priority HR areas what would you do? Where would you start? What questions would you be asking of Shona, Alaine, and the staff? What initiatives would you recommend for each of the considerations? • Consider prevailing theory regarding issues such as job design, business ethics, leadership and performance management in the current business context. How might your recommendations serve to minimise the challenges and concerns raised? 5 BMA583 – Individual Capstone Case Analysis CASE INFORMATION Chapter Three – The Need for a Structural Reform of the HR Function As part of the board’s move toward reviewing business practices as they relate to the management of people at ProService Co, a broadening of the investigation into appropriate structures and processes has been suggested. While Shona Smith and Alaine Jones have, in consultation with a consultant in strategic HR, identified a suite of initiatives to address underlying issues, the investigation has identified several other areas for review. During the consultation process with staff, several issues have been brought to light. These include the following: • The ad hoc and disjointed means of setting, reviewing and managing remuneration and salary packaging is creating dissent among the staff. This is illustrated by one example of an engineer in the Sydney office being paid $12,000 more than her colleague in the Hong Kong office for the same work. Her manager defended this by suggesting that she puts in a greater level of work hours and achieves better results than her Hong Kong counterpart. However, when the manager was pressed to provide evidence of this, he suggested that it was his opinion and that’s all that mattered. • Salary packaging has been dependent on the individual manager when recruiting for new staff and through informal performance appraisals during the year. This practice has been defended by suggesting that talented individuals need encouragement to leave other employers to join or to remain loyal to ProService Co. • In an effort to be considered an ‘employer of choice’ and to attract and retain the most talented engineers, project managers and technical experts, a broadening gap has emerged between those in technical and consulting roles and support staff (e.g. IT and administration). While technical staff have access to a range of benefits such as cars, laptops, health insurance and purchased leave, support staff have had access only to cashbased remuneration. • Managers argue that retention is all about the money and to keep talented individuals the business needs to constantly ‘up the ante,’ in order to remain competitive in a global market and retain key people in the business that can replace those about to retire. • People with caring responsibilities for older parents and young children have left the business due to an unspoken managerial pressure to be at work from early morning till late afternoon, Monday to Friday. In light of this emerging picture of the business at its grass-roots Shona Smith and the HR Manager have resolved to undertake a full structural ‘overhaul’ of the HR function. Their key objectives include: • developing an integrated suite of HR processes and practices that tie strategic recruitment practices and employer brand to performance management and remuneration across all offices ; • identifying an appropriate value proposition to engage and retain skilled and high performing individuals, especially those with caring and family responsibilities; • implementing a means of addressing contemporary issues such as an ageing workforce, global business expansion and changing work practices. Again, the strategic HR consultant is brought in to provide an external view of potential initiatives to achieve appropriate outcomes for the business. 6 BMA583 – Individual Capstone Case Analysis CASE INFORMATION Questions to consider: • Given that there is a desire to see an integrated and holistic approach to the ‘overhaul’ of the HR function, what issues do you see as being important to address first? • What structures, processes or activities do you believe are necessary to provide ProService Co with the capability to achieve its desired HR objectives? What factors are important to consider?

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Module 1

Online Module One

Roles and Responsibiity

The roles and the responsibilities (scope of practice) of the registered nurse are defined by the Nursing & Midwifery Board of Australia (NMBA) in consultation with industry and other governing nursing bodies.  The NMBA also have definitions pertaining to nurse practitioners and advanced practice nurses.

 

The following will help you establish a basis for your reflection and enable you to complete the activity:

Fact Sheet: Advanced nursing practice and specialty areas within nursing

Shields (2013) discusses the role of the nurse in a reflective personal essay that makes for interesting reading on how nursing is viewed and where Australian nursing fits in the global scene. It makes for a good introduction to the elective and to the module. Please read this article:  Shields, L. (2013). A personal essay on the role of the nurse. Contemporary Nurse: A Journal for the Australian Nursing Profession, 43(2), 213-218.

Having read the above resources  it is time to explore what you know and understand about the role of the specialty nurse within your clinical practice area. Consider what you already know in relation to the NMBA standards of practice for registered nurses.  If all registered nurses need to meet these standards then what more is expected of someone with specialty experience?

 

To explore the role of the specialist nurse in the area of your elected specialty:

Find the job description for a clinical nurse in your specialty area and read it.

Locate, read and reflect on the standards that guide the practice of nurses in your specialty area (these can often be found on the relevant specialty association webpage).

Identify the characteristics of the role that are beyond the generic description of the role of a registered nurse, that is, identify what makes the person a specialist in the area.

What is the difference between a clinical nurse specialist (CNS), advanced nursing practice and advanced practice nursing?

If possible speak to a nurse who currently practices in a specialty area. Ask him/her how they acquired the knowledge and skills that makes a specialist in the area. You might ask them about what facilitators and barriers they dealt with in the course of developing their specialty knowledge.

Write down some key messages you learned from these activities

Online Module One

Physical and emotional safety

Staying safe physically is important and discussed frequently. Nurses are very aware of issues such as manual handling competencies and workplace health and safety issues, but perhaps not as aware of emotional safety issues. We will explore both in this section, but place it in the local context, by examining the environment you are working in.

To get you thinking, here is a link to a book chapter on Personal Safety for Nurses. Admittedly it is from an American perspective, but useful nonetheless:

Trinkoff, A. M., Geiger-Brown, J. M., Caruso, C. C., Lipscomb, J. A., Johantgen, M. Nelson, A. L., … Selby, V. L. (2008). Personal safety for nurses. In R. G. Hughes (Ed.)., Patient Safety and Quality: an Evidence-Based Handbook for Nurses (pp. 1-36). Rockville, MD: Agency for Healthcare Research and Quality (US).

The next reading is an systematic review looking at stress in the Australian nursing workforce.

Lim, J., Bogossian, F., & Ahern, K. (2010). Stress and coping in Australian nurses: a systematic review. International Nursing Review, 57(1), 22-31. doi:10.1111/j.1466-7657.2009.00765.x

This final link discusses the concept of ‘burnout‘, and although the focus is on medical burnout, the author makes some important and relevant points that can be applied to nursing.

As a way of exploring safety issues in your specialty area:

• Take some time to talk to the staff from your chosen specialty and ask them what safety issue, whether physical or emotional, concerns them the most.
• Ask them to identify some of the stressors in their current environment
• Find one primary research article that examines this issue, read it and document a brief summary of the findings.
• In your summary mention one strategy identified from your reading that will help you to keep yourself safe from this risk.

Online Module One

Legal Obligations

As you will be well aware by now, nursing is subject to a number of legal and ethical imperatives. We operate under a nursing code of conduct and a specific act of parliament. These codes and laws are designed to protect patients and clients, but also nurses. The profession of the nurse is protected by law, and the title of nurse cannot be used without proper qualification and registration by an accredited authority.

But nurses also operate under other legal requirements: mandatory reporting of suspected child or elder abuse.

 

Here is a link to the mandatory reporting requirements for suspected child abuse in the different states and as you can see it is not consistent across states either. http://www.aifs.gov.au/cfca/pubs/factsheets/a141787/

And here is another link to an article exploring issues of financial abuse of older adults in residential aged care.

Tilse, C., & Wilson, J. (2013). Recognising and responding to financial abuse in residential aged care. The Journal of Adult Protection, 15(3), 141-152. doi:http://dx.doi.org/10.1108/JAP-11-2012-0025

 

 

 

There may be specific legal obligations associated with your specialty elective.

Talk to the senior staff (unit manager or clinical nurses) about legal obligations specifically related to your chosen specialty. It may not necessarily be mandatory reporting issues, but be related to other issues. Areas to explore may be confidentiality issues when a person is cognitively impaired or underage, has a positive HIV status and is sexually active, and so on. For this section you can think outside the square about legalities of what nurses can and cannot do.

Identify one aspect of your legal obligations related to your specialty and write a short paragraph on how you would ensure you honour your legal obligations while working in this area.

Online Module One

Assessment task 3

Module one looked at the specific rights and responsibilities of the registered nurse in a specialty clinical area, including from the perspective of keeping the nurse and her/his patients/clients physically and emotionally safe. It also raised the issue of legal responsibilities and identified issues specific to the specialty area

For your assessment: write 400 words on an issue of safety or of legal responsibility that you explored in some depth, ensuring it is specifically related to the specialty area.

This paragraph should be clearly labeled and with module 2 & 3 written components placed in single document and uploaded in the relevant dropbox in assessment block

 

 

 

 

 

                                    Online Module Two

Promote the rights of clients and carers and their role in treatment planning and recovery [LO6]

Herring (2007) asks this question: ‘where are the carers in healthcare law and ethics?’ This is a thought provoking question. Herring makes the point that the role of carers is often devalued and their opinion is not considered, because our healthcare is too focused on the individual only. Modern healthcare promotes partnerships with patient/clients and their carers, encouraging them to take responsibility for their health. The question for us as nurses, therefore, is: ‘how do we support that partnership?’

Activities and Readings

Where do carers stand in healthcare law and ethics?  It is important to understand that while the holistic approach to healthcare is preferred it is hard to balance the rights of all parties.  What is the nurse’s role in ensuring carers and patients/clients have a say and that all opinions are respected?  Sharing of information is fundamental to this consideration.  The carers play an important role in providing information to health care professionals but do they have any rights to be consider in the decision making of care if there is no legal directive?  The patient/client has rights but do the carers have rights as well?  Further to this ethical dilemma, theories are often at the foundation of nurse’s approach to care.  Ethics of Care theory claims that moral agents (carers, clients, health care professionals and institutions) are not separate entities and that the application of universal ethics is not inappropriate.  This theory is based on consensus ethics which incorporates the views of all involved in care (Buchanan, Cooper & Fielding et. al, 2012).

Read the following articles as a starting point, there are many similar articles out there that you can source for further reading.  It might be good idea to bring out your ethics text book again and revise the ethical theories related to this matter.  Once you have completed the readings undertake the activities to find information on how the institution you are working views these issues, then complete the component of the assessment task.

READING

Herring, J. (2007). Where are the carers in healthcare law and ethics? Legal Studies, 27(1), 51-73. doi: 10.1111/j.1748-121X.2006.00037.x

http://ezproxy.acu.edu.au/login?url=https://search.ebscohost.com/login.aspx?direct=true&db=a9h&AN=23894339&site=ehost-live

Gold, M., Philip, J., McIver, S., & Komesaroff, P. A. (2009). Between a rock and a hard place: exploring the conflict between respecting the privacy of patients and informing their carers. Internal Medicine Journal, 39(9), 582-587. doi:10.1111/j.1445-5994.2009.02020.x

http://ezproxy.acu.edu.au/login?url=https://search.ebscohost.com/login.aspx?direct=true&db=mdc&AN=19619218&site=ehost-live

ACTIVITY

Most health care organisations have a patient charter or similar document that is given to patients or clients in the care of the organisation, to explain their rights.

Find this document for your specialty area and read it.

Consider, who is it aimed at and does it include the rights of the carers as well?

Is the organisational charter proscriptive in nature allowing no room for flexibility based on ethical considerations

It would also be worth finding out if the health care organisation has specific policies to cover the rights of patients/clients and their carers.

Go to the organisation’s policies and procedures manual or web page, and find out what the relevant policies are.

Are there policy for each party or just a general policy that is inclusive, again is there flexibility in the policy

Jot down some answers to these points as they will assist you incompleting the assessment task 3 component for this module.

References

Buchanan, H., Cooper, L., Fielding, A., Godwin, I., Hird, A., Migliorino, S., . . . Isted, Lyn. (2012). Ethical practice for health professionals (2nd Ed.). Australia: Cengage Learning Australia.

Assessment task 3

Module two looks specifically at the rights of clients and in more depth the rights of their carers in the process of treatment and recovery. It raises some questions about how the nursing profession views and deals with the rights of the carers and their need for information, particularly in the context of patients/clients who may lack insight in their care needs.

For your assessment: Write 400 words on your understanding of the dilemma of providing information to carers while considering the confidentiality concerns relating to the patient/client.  Don’t forget to consider the ethical implications in your consideration of the issues.

This paragraph should be clearly labeled and with module 1 & 3 written components placed in single document and uploaded in the relevant dropbox in assessment block

 

Online Module Three

Reflect on the personal perceptions and meaning of health, illness, dying and death as appropriate in the specialty practice area. [LO7]

The perspectives on and understanding of health, illness, dying and the experience of someone’s death is a very personal matter and the meaning a persona ascribes to it varies from person to person. As nurses it is important for us to understand that different people view these concepts and experiences in a variety of ways, and some of those ways may surprise or even dismay us.

 

Readings and Activites

For this module you are asked to explore some of the writings in the public domain on how people have made meaning of their health related issues.

Exploring how people perceive a variety of issues in health, illness and dying may help us make meaning of it, both in terms of our own views on these concepts, and in terms of how the people in our care or people related to those in our care, may respond to alterations in health and experience illness.

Reflection is not a new concept, the ancient Greek philosopher Plato insisted that reflection and ultimately change was important component of our humanity.  Reflection is not an artificial technique it is inherently human and reflection and action are the impetus for change and personal improvement (Daly, Speedy & Jackson, 2014).  This being said in order to reflect fully we must know ourselves well, our drive, ambition and prejudices if we are going to understand others fully.

WATCH

Here are some examples to get you started.

 

 

 

READING

 

The following article relates to informal carer, while the article is based in Europe there is relevance to Australian Health care system with increasing number of community and home services

Plank, A., Mazzoni, V., & Cavada, L. (2012). Becoming a caregiver: new family carers’ experience during the transition from hospital to home. Journal Of Clinical Nursing, 21(13/14), 2072-2082. doi:10.1111/j.1365-2702.2011.04025.x

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ACTIVITY

Find three articles from magazines, journals, blogs, online postings (most numerous), where the person writes about the meaning an illness has had for them.  Preferably this will be from your area of specialty practice however this may prove difficult for some specialties in this case pick a specialty area that interests you where there is information available.  Choose one article each from the following perspectives or points of view.

From the perspective of the person being cared for

From the perspective of the person closest to them (partner, parent, child, etc)

From the perspective of a health professional caring for such a person

Choose one of your readings and write a reflection on how that has changed your perspective or given you some insight into the meaning illness has for a particular person.

When writing your reflection make sure you consider your own perceptions, morals and ethics.

 

 

 

Assessment task 3

 

Module three gave you the opportunity to explore how the various people we interact with in the health care environment make meaning of their illness and of their situation. It has also given you the opportunity to reflect on how you relate to that and to make meaning of your own experiences.

For your assessment:

Review and refine your reflection from the activity for this module to a 400 word paragraph.

Remember that you don’t need to reference a reflection, however if you refer to an article, concept or knowledge that is not your own, you must provide an appropriate citation.

This paragraph should be clearly labeled and with module 1 & 2 written components placed in single document and uploaded in the relevant dropbox in assessment block on LEO

Criterion Referenced Rubric: Assessment Task 3 – Online Modules NRSG370 Unit Outline FINAL MODERATED 201760.docx 18 Criteria for Marking High Distinction (95-100%) High Distinction (85-94%) Distinction (75-84%) Credit (65-74%) Pass (50-64%) Unsatisfactory (31-49%) Unsatisfactory (0-30%) Discussions 60% Cohesive and logical discussions. Comprehensive and insightful analyses which presents a diverse range of perspectives. Cohesive and logical discussions. Thorough and insightful analyses which presents a diverse range of perspectives. Cohesive and logical discussions. Well-developed analyses and critiques from a diverse range of perspectives. Cohesive and logical discussions. Some attempt at analysis and critique from a range of perspectives evident. A logical discussion is presented with limited consideration of alternative viewpoints. Minimal cohesion to flow of discussions. Broad generalisations are made. Discussions consist largely of personal opinion. No cohesion to flow of discussions. Broad generalisations are made. Discussions consist largely of personal opinion. Evidence to support the analysis 30% Relevant, high quality literature utilised with sophisticated interpretation and analysis. Relevant, high quality literature utilised with detailed interpretation and analysis. Relevant, quality literature utilised with consistent appropriate interpretation & application. Relevant literature used with erratic but appropriate interpretation & application. Some relevant literature used with some attempt to interpret & apply the literature. Minimal/irrelevant use of the literature No use of the literature Organisation, Presentation and Referencing 10% Flawless presentation. Flawless use of APA referencing style in all instances. A range of in-text citations has been used. Excellent standard of written communication with few errors of spelling and grammar. Consistent accurate use of APA referencing style in all instances. A range of in-text citations has been used. High standard of written communication with few errors of spelling and grammar. Accurate use of APA referencing style on most occasions. A range of in-text citations has been used. Effective written communication with few errors of spelling and grammar Accurate use of APA referencing style on most occasions. There is limited use of a range of in-text citation formats. Adequate written communication although a number of spelling and grammatical errors. APA referencing style is demonstrated inconsistently. There is no variation of in- text citation format. Marginal, written presentation and referencing, not at an academic/profession al standard. There are inaccuracies with the APA referencing style. Poor, written presentation and referencing, not at an academic/profession al standard. There are several inaccuracies with the APA referencing style.

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Topic: Cost Management Accounting
Due date: 13 October 2017, at 11 am.
The assignment has four components:
1. Job Order Costing 35 marks
2. Support Department Cost Allocation 20 marks
3. CVP Analysis 20 marks
4. Process Costing 20 marks
Q1. Cost-Volume-Profit Analysis (CVP)
Williams Walk in Wardrobes Corporation has collected the following information after its first year of sales.
Sales were $1,650,000 on 100,000 units;
Selling expenses $220,000 (45% variable, 55% fixed);
Direct materials $510,000; direct labour $290,000;
Administrative expenses $260,000 (25% variable, 75% fixed);
Manufacturing overhead $355,000 (70% variable, 30% fixed).
The owner Mr. William Gup has asked you to do a CVP analysis so that it can make plans for the coming year. William has projected that unit sales will increase by 10% next year.
Required (show all calculations):
a) Compute (1) the contribution margin for the current year and the projected year, and (2) the fixed costs for the current year. Assume that fixed costs will remain the same in the projected year.
b) Compute the break-even point in units and sales dollars for the current year. Briefly comment on this result.
c) The company is considering the purchase of equipment that would reduce its direct labour costs by $90,000 and would change its manufacturing overhead costs to 30% variable and 70% fixed (assume total manufacturing overhead cost is $355,000, as above). It is also considering switching to pure commission basis for its sales staff. This would change selling expenses to 90% variable and 10% fixed (assume total selling expense is $220,000, as above). Assuming sales remain constant at 100,000 units, compute (1) the contribution margin and (2) the contribution margin ratio, and recompute (3) the break-even point sales dollars. Comment on the effect of these proposed changes on the break-even point.
d) Discuss the strengths and weaknesses of break-even analysis.
Q2. Support Department Cost Allocation – Calculating direct and step-down methods;
Discussion of Reciprocal methods.
Abdullah and Sara’s Financial Advisory firm is organised around two major sales divisions: High end financial clients and retail clients. The firm also has two support departments: Policy and administration. The Policy department’s costs are allocated to the other departments based on a log of hours spent on tasks for each user. The administration department’s costs are allocated based on the number of employees in each department.
Records are available for last period as follows:
? Support departments Operating departments
Policy Administration High end Retail
Payroll costs $300,000 $250,000 $450,000 $650,000
Other costs $200,000 $120,000 $ 90,000 $210,000
Research hours 100 200 250 400
Number of employees 5 11 8 20
?
Required (show all workings and round all allocation ratios to at least four decimal points, where applicable):
1. Allocate the support department costs using the direct method.
2. Allocate the support department costs using the step-down method. Briefly outline the criteria, which could determine the sequence for allocating support department costs using the step-down method. Allocate the support department costs using the ‘magnitude of costs’ criterion.
3. Discuss the reciprocal method of allocation and state its advantages and disadvantages.
Q3. Job Order Costing:
Information.
The Timor Leste Timber Structures Company costs its products using Job Order Costing. Manufacturing overhead is applied on the basis of direct labour hours. On July 1st 2017, Job No. 82B was the only job in process. The costs incurred on Job 82B prior to July 1st were: – • direct materials $10,000,
• direct labour $6,000.
• manufacturing overhead $9,000.
• As of July 1, Job No. 82B had been completed at a cost of $42,000 and was part of finished goods inventory.
• There was a $5,000 balance in the Raw Materials Inventory account.
During the month of July, Timor Leste Structures began production on Jobs 84 and 85, and completed Jobs 83 and 84.
Jobs 82B and 83 were sold on credit during the month for $65,000 and $76000 respectively.
The following additional events occurred during the month.
1. The firm purchased on credit: 9,000 metres of raw material for $45,000.
2. The following raw materials were transferred to production (requisitioned):
a. Job number 83: 2,000 metres of raw material at $6 per metre (Requisition number
210)
b. Job number 84: 4,000 metres of raw material for $20,000 (Requisition number 211)
c. Job number 85: 5,000 metres of material for $15,000 (Requisition number 212)
3. Time sheets showed the following use of labour:
a. Job number 83: 150 hours of direct labour @ $20 per hour.
b. Job number 84: 600 hours of direct labour @ $20 per hour.
c. Job number 85: 360 hours of direct labour @ $25 per hour.
d. Indirect labour: maintenance and supervision, $6,000.
Manufacturing overhead is applied to production based on actual direct labour hours used each month.
4. 1000 litres of indirect material were requisitioned and issued to production (Requisition number 213) at a cost of $10,000.
5. Depreciation on the production building and equipment for July was $12,000.
6. The month’s $5,000 utilities bill for production was received and paid (show both entries).
7. The July Local Government Council rates and property taxes bill for the production building of $3,000 was received.
8. Depreciation on Timor Leste’s administration office equipment amounted to $6,000.
Required:
1. Calculate Timor Leste’s predetermined overhead rate for 2017 assuming Timor Leste estimates total manufacturing overhead costs of $450,000, direct labour costs of $300,000 and direct labour hours of 15,000 for the year.
Remember, these sheets summarise the TOTAL cost of each job
2. Open and complete job cost sheets for job numbers 83, 84 and 85 using the template provided over the page, and submit with your assignment (one job cost sheet per job). Tip: Don’t forget to calculate and include the relevant overhead cost for each job. Where you don’t have information to complete certain fields, you can leave blank. .
3. Provide journal entries (properly presented and including explanations/narrations) to record all of the events of July, including the completion and sale of relevant jobs.
4. Set up a Manufacturing Overhead Control ledger account for the company, complete the relevant entries for July, balance and close off the account on 31 July (assume the opening balance on 1 July is $0). What is the under or over-applied overhead for July? Close off the amount to COGS with a journal entry.
Timor Leste Timber Structures Company:
Job Cost Sheet
Job cost sheet
Job number ? Description ?
Date started ? Date completed ?
? ? Number of units completed ?
Direct material
Date Requisition number Quantity Unit price Cost
? ? ? ? ?
? ? ? ? ?
Direct labour
Date Time sheet number Hours Rate Cost
? ? ? ? ?
? ? ? ? ?
?
?
Manufacturing overhead
Date Cost driver Quantity Application rate Cost
? ? ? ? ?
? ? ? ? ?
Cost s ummary
Cost item Amount
Total direct material Total direct labour ?
Total cost ?
Unit cost ?
Delivery summary
Date Units shipped Units remaining in inventory Cost balance
? ? ? ?
Q4. Process Costing – Transferred-in costs, WA.
Menz Chocolates has two departments, Mixing and Packaging. Each unit of product is a 500 gram bag of Fruchocs.
The Packaging department started in December with opening work in process inventory of 10,000 bags of Fruchocs – 40% complete as materials and 20% complete as to conversion in the Packaging department. This inventory had $24,000 of transferred-in costs, $6,000 of Packaging material costs, $5,000 of Packaging labour costs and $3,000 of Packaging overhead.
During December, Packaging received a further 50,000 bags from Mixing at a cost of $120,000
(transferred-in costs).
Packaging also incurred $34,500 of material cost, $27,600 of labour, and $16,100 of overhead during the month of December.
At the end of December, Packaging had ending work in process inventory of 2500 bags. These units were 20% complete with respect to material, and 10% complete as to labour and overhead.
(TIP: Conversion costs are direct labour and overhead costs combined. Your process cost report should show conversion costs)
Required (show all workings)
Using the Weighted Average method, prepare a process cost report for the Packaging department for December. Prepare a journal entry that transfers the goods from the Packaging department to finished goods.
Please use 4 decimal places for workings in Process costing.
End of Assignment.

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