assessment: 1) A virtual organisational profile and 2) A link to a sample article.

assessment: 1) A virtual organisational profile and 2) A link to a sample article.

The virtual organisation profile (one page) that depicts an organisation has been written specifically for you from the case studies of several successful Australian firms that operate across a wide range of sectors/industries. Firm-related information provided in the profile has been de-identified (is imaginary) and you can make more assumptions about the nature of the business, if need be. The profile will have an embedded “real world” issue/s in the short description that’s provided. The sample article given to you will help you with the context (see section above). The article will be focussed on a specific issue/s embedded in the profile. The article is just an example and should be used as a stimulus for further investigation of the matter. You should research the issue using the article and locate additional relevant pieces of evidence on the same topic. Summarise the key points about the issue across all pieces of evidence and think about what they may mean for your virtual organisation. Write a concise (500 word) business brief that identifies and outlines the issue (i.e., ‘the what’? question and its implications). This would involve 1) introducing the issue using several sources of information; 2) summarising its key points, and 3) considering the implications for the business. Conclude with a short statement that sums up the main points of the brief.

Virtual organisational profile:

 

Business: DataSoft Pty Ltd – The ICT industry

 

We are a Queensland based software company, established in 1998 and offer end to end business technology solutions including software licensing, managed services, asset management, integrated solutions, product solutions, support and maintenance, as well as people solutions. Our business has grown consistently over the years and we expect that growth to continue over the next decade. The digital disruption to traditional business models will create many new opportunities for us as businesses make adjustments to remain viable given the competition and changing consumer preferences.      

 

We are a people-based business – the key to our ongoing success is our people. We have about 90 people – mostly technical professionals and some sales professionals. We promote a fantastic team culture and provide a friendly and flexible work environment that enhances productivity and career development. Additionally, we provide opportunities to our employees to further their careers by certifying with internationally recognised providers such as Cisco, Microsoft, HP and others. We are generally happy with the skills, capabilities and organisational culture we have developed and confident that we are on the right track. However, as we approaching the 100-employee organisation mark, we need to undertake steps to make sure that we don’t fall short on gender parity. Currently, our firm is no different from others in the tech industry, women are greatly underrepresented in the workforce – we need to make changes to close the gap. 

 

 

Our organisational structure is shown below:

Gender pay equity ­ disrupting the status quo starts with transparency Sophie Langshaw and Susan Price, October 2015 Despite the growing tide of good intentions and support for gender equality, the pay gap between men and women in Australia remains stubbornly high and boards and management are under increasing pressure to act. But few are fully aware of the complex nature of the problem and what to do about it. Being transparent by conducting a gender pay audit and disclosing your results is a logical first step. The gender pay gap ­ and how companies must do more to try and close it ­ is a hot topic in boardrooms around Australia at the moment. Although awareness of the issue is a good thing, we have to back the rhetoric and hold ourselves accountable if we’re going to solve the problem. To really gain traction, companies need to understand in detail both the extent and nature of the problem in their organisation. In order to do this they should conduct a comprehensive gender pay audit. Organisations with more than 100 employees are required to disclose to the Workplace Gender Equality Agency whether or not they have undertaken a gender pay audit. Whilst this analysis will reveal the extent of the problem in your organisation, a more nuanced look at the data is required in order to detect where the real inequalities lie. Without knowing your hot­spots, it is almost impossible to develop effective strategies to close the gap. For example, PwC recently conducted a detailed pay audit for our 6,300 employees and identified ­ and publicly disclosed ­ an organisational wide gender base pay gap of 11.4 per cent. The Workplace Gender Equality Agency data shows that Australia’s current gender pay gap is 18.8 per cent in favour of men. Beyond the headline result, our audit revealed a nuanced picture of pay inequality. We found that almost 9 per cent of our gender pay gap is attributable to the relative difference in the male/female mix at each grade and, when the impact of these demographics is taken into account, our base pay gap reduces to 2.4 per cent. But this doesn’t mean we’re paying women 2.4 per cent less than men in identical roles. The gap emerges because within any level, some roles attract a greater remuneration than others, and men tend to be disproportionately employed in higher paying roles. For example, if the market salary for a manager in accounting is different to the market salary for a manager with digital expertise then a gender pay gap will emerge. Armed with this detailed information, we have been able to develop strategies to target these hot spots directly, such as closely monitoring promotions and pay review cycles to ensure the outcomes fairly represent the gender split in each team. We have also adopted a target of 40:40:20 for our future partner intakes. This means that our aim will be to have a minimum of 40 per cent women and 40 per cent men making up our future partner admits. The remaining 20 per cent can be either men or women. Why should directors consider gender pay audits? © 2010­2016 PwC. All rights reserved. PwC refers to the PwC network and/or one or more of its member firms, each of which is a separate legal entity. Please see www.pwc.com/structure for further details. Liability limited by a scheme approved under Professional Standards Legislation. The pressure to address pay inequality is growing. Companies are under increased scrutiny as a result of mandatory reporting under the Workplace Gender Equality Act and the ASX Governance Principles. In the UK, reporting on gender pay equality will soon be mandatory for all companies. Campaigns such as “It’s in your hands” from the Workplace Gender Equality Agency and the Male Champions of Change initiative are putting the issue firmly in the public spotlight. Directors have an important role to play in setting the tone from the top. They should ensure their company is proactively addressing pay equality by asking management whether they have conducted a detailed gender pay audit and how they are addressing the issues identified through the audit. And there are significant benefits in doing so. Understanding your company’s own gender pay issues, and taking them seriously, can help build a culture that attracts and retains top talent and positively impacts employee engagement. It demonstrates commitment to equality, diversity and inclusion and helps companies become an employer of choice. Why now? In addition to growing public scrutiny, there are other pressing reasons to conduct a gender pay audit. With many companies currently conducting pay reviews, now is a good time to identify whether there are gender inequalities that need to be addressed, before changes are agreed and communicated to employees. Creating a diverse, inclusive and productive workforce is a whole of society issue which requires a multifaceted response. Companies that get behind this issue will not only drive positive social change, but will reap the talent rewards too. Insights & Publications By Industries By Services Corporate Insights Contacts Sophie Langshaw Partner Tel: 612 8266 2697 Email Marcus Laithwaite Partner Tel: +61 (2) 8266 8087 Email Susan Price Director Tel: +61 (2) 8266 2175 Email Hugh Cook Senior Manager Tel: +61 (3) 8603 1162 Email

BSB115 Management Assessment 1: Virtual Business Brief Weighting: 20% Criteria (/100 marks) High Distinction (7) (85%+) Distinction (6) (75-84%) Credit (5) (65-74%) Pass (4) (50-64%) Fail (less than 4) (0-49%) Assurance of Learning goal KS1.1: Demonstrate and apply integrated discipline (including technical) knowledge across the broad field of business with depth in one or more business disciplines Summary of the business issue 30 The summary demonstrates a thorough grasp of the business issue and contains all the key points The summary demonstrates a thorough grasp of the business and contains most of the key points The summary demonstrates a sound grasp of the business issue and contains some of the key points The summary demonstrates a basic grasp of the business issue and contains only a few of the key points or there are errors in the points given The summary demonstrates little or no grasp of the business issue Assurance of Learning goal HO2.1: Investigate real world business issues and situations through the effective analysis, evaluation and synthesis of theory and practice Analysis of the implications of the issue for the business and use of supporting evidence 40 The analysis shows full understanding of the implications of the issue for the business and is well supported by highly relevant and appropriate pieces of evidence The analysis shows understanding of the implications of the issue for the business and is mostly well supported by relevant and appropriate evidence The analysis shows some understanding of the implications of the issue for the business and is supported by relevant and appropriate evidence The analysis shows a beginning understanding of the implications of the issue for the business and has some support from mostly relevant and appropriate evidence The analysis shows little or no understanding of the implications of the issue for the business and has little or no support from evidence or the evidence used is not appropriate or relevant Assurance of Learning goal PC3.1: Use information literacy skills, and communicate effectively and professionally in written forms using media appropriate for diverse purposes and contexts. Structure and writing style of the Brief and use of APA referencing 30 Brief addresses all aspects of the task in a logical manner. Writing style is concise, purposeful and highly professional. All sources are appropriately acknowledged and use of APA referencing is consistently accurate. Brief addresses all aspects of the task in a logical manner. Writing style is mostly concise, professional and fit for purpose. All sources are appropriately acknowledged and there is a high level of accuracy in use of APA referencing. Brief addresses the task and uses a logical structure with only minor errors or omissions. Writing style is mostly professional although there are some lapses in conciseness and purpose. Most sources are acknowledged and there are only minor inaccuracies in use of APA referencing. There is an attempt made to address the task and present the Brief in a logical manner. Writing style shows only a basic awareness of professional standards. There are omissions in source acknowledgement and some inaccuracies in use of APA referencing. Brief is not logically organised and the writing style shows little regard given for professional presentation. There is a lack of acknowledgement of sources and use of APA referencing is not evident or is inaccurate.

Assessment Item 2 (VBD Brief): Due to be uploaded to Safe Assign by 6.00pm on Sunday, 03^th April (Week 5).

 

 

[Business Brief Title]

Business:

Product:

 

Assessment Item 1

BSB115 – Management

 

 

 

[Name]

[Student Number]

 

 

 

The word limit is 500 words (plus or minus 10 percent).  Any assignments with less or more than this allowance will be penalised 2 marks.  Your cover sheet and reference list is not included in the word count but in text references are.

 

Format:  Ariel 11 or Times New Roman 12; 1.5 line spacing in a Word document

 

1.0          Introduction

 

 

2.0          Summary of the issue 

 

 

3.0          Implications for the business

 

 

 

 

 

 

Reference List

 

Author, A., Author, B., & Author, C. (2012).The theory of everything.Journal of Hopes & Dreams 5(1), pp.110-119.doi: 1234567/910

 

For further information in relation to citations/references, see: http://www.citewrite.qut.edu.au/

Writing your Business Brief

Context

You are a member of the management group of your allocated virtual organisation. At a recent executive meeting, your CEO mentioned that the business should enhance its preparedness given recent events within and outside the business. Specifically, the reference was in relation to some reports and articles in the business press about a management-related issue. The issue may have implications for the industry as a whole, but more importantly for the business in the near future. Your CEO is interested in hearing more about the issue and has tasked you with finding out more information.

Your task:

In Week 3, you will be given two pieces of information that will help you start on this assessment: 1) A virtual organisational profile and 2) A link to a sample article.

The virtual organisation profile (one page) that depicts an organisation has been written specifically for you from the case studies of several successful Australian firms that operate across a wide range of sectors/industries. Firm-related information provided in the profile has been de-identified (is imaginary) and you can make more assumptions about the nature of the business, if need be. The profile will have an embedded “real world” issue/s in the short description that’s provided.

The sample article given to you will help you with the context (see section above). The article will be focussed on a specific issue/s embedded in the profile. The article is just an example and should be used as a stimulus for further investigation of the matter. You should research the issue using the article and locate additional relevant pieces of evidence on the same topic. Summarise the key points about the issue across all pieces of evidence and think about what they may mean for your virtual organisation.

 

Write a concise (500 word) business brief that identifies and outlines the issue (i.e., ‘the what’? question and its implications). This would involve 1) introducing the issue using several sources of information; 2) summarising its key points, and 3) considering the implications for the business. Conclude with a short statement that sums up the main points of the brief.

Keep in mind:

This business brief will be distributed to all of the other members of the management group as well as the Senior Executive Team for the business, so it has to look professional and read well. They will be expecting a concise summary of the issue/s with respect to what it means for your organisation. Be sure to include a variety of sources such as the textbook and academic journals and business magazines to explain how the issue/s may impact your business.

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