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WAY TO GO Skye Daily Press – 22 September 2007 Recent figures show that Meehan Electric Company is leading in productivity and quality compared with all other electricity providers - VCE - SSCE Business Management - Question 2 - 2007 - Paper 1
Question 2
WAY TO GO Skye Daily Press – 22 September 2007 Recent figures show that Meehan Electric Company is leading in productivity and quality compared with all other electr... show full transcript
Worked Solution & Example Answer:WAY TO GO Skye Daily Press – 22 September 2007 Recent figures show that Meehan Electric Company is leading in productivity and quality compared with all other electricity providers - VCE - SSCE Business Management - Question 2 - 2007 - Paper 1
Step 1
Identify and explain one driving force for change relevant to Meehan Electric Company’s introduction of enterprise bargaining. (i. driving)
Answer
One significant driving force for change was management itself. Meehan Electric Company recognized the urgent need to enhance productivity. This recognition motivated management to adopt enterprise bargaining as a strategy to foster better relationships with staff and improve overall productivity levels, thereby creating a more collaborative work environment.
Step 2
Identify and explain one restraining force for change relevant to Meehan Electric Company's introduction of enterprise bargaining. (ii. restraining)
Answer
A notable restraining force was the existing culture of mistrust between management and staff. This mistrust posed challenges to effective communication and collaboration, making it difficult for both parties to engage in enterprise bargaining. Addressing this cultural issue was crucial for the successful implementation of the new practices, as resistance from employees could undermine the intended improvements in productivity.
Step 3
Identify and explain two external pressures for change and discuss how they may cause Meehan Electric Company to change its management practices.
Answer
One external pressure for change is economic factors, such as fluctuations in the electricity market. Increased competition from other providers and rising operational costs can compel Meehan Electric Company to adapt its management practices to remain competitive and profitable.
Another external pressure is regulatory changes. For instance, new legislation affecting workplace relations could require Meehan Electric Company to revise its policies and management strategies to ensure compliance and avoid penalties.
Step 4
Identify and explain one management role that James Meehan may use when developing policies to improve productivity.
Answer
James Meehan may adopt the role of a 'leader' when developing policies aimed at improving productivity. As a leader, he would be responsible for setting the vision and direction for the organization, motivating staff toward shared goals, and ensuring that employees are engaged and invested in the process of change. This role is vital for fostering a positive organizational culture that encourages collaboration and continuous improvement.
Step 5
Distinguish between individual Australian Workplace Agreements (AWAs) and Collective/Certified Agreements.
Answer
Individual Australian Workplace Agreements (AWAs) are contracts negotiated between an employer and an individual employee, outlining specific terms and conditions of employment. In contrast, Collective/Certified Agreements involve negotiations between employers and groups of employees, often represented by unions, to establish standard terms and conditions applicable to all employees within the organization. AWAs allow for greater individual flexibility, while Collective Agreements promote consistency and collective bargaining.
Step 6
Discuss the differing opinions that two stakeholders may have had about James Meehan’s decision to introduce enterprise bargaining.
Answer
Shareholders may view Meehan's decision positively, believing that enterprise bargaining could lead to increased productivity and profitability, ultimately benefiting their investments. They might support the idea of improved employee relations resulting from this initiative.
On the other hand, employees might have mixed opinions. Some may feel optimistic about the potential for better working conditions and increased communication with management. However, others may be skeptical, fearing that enterprise bargaining might compromise their benefits or job security. Such differing perspectives highlight the complexities involved in organizational change initiatives.