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A privately owned island off the coast of Florida has been left to you by the eccentric owner who recently died

Instructions A privately owned island off the coast of Florida has been left to you by the eccentric owner who recently died. The island is large enough for several small communities to be developed. Create a name for your island. You want to start on the right foot by establishing a local government, a judicial system, law enforcement system, and other services typically provided by local and state governments. When setting up a local government, please limit your selection to those styles found in the United States, and avoid dictator, monarchy, or communist systems. For the Unit VII Project, describe the following points:

  • the type of local government you would establish (e.g., county, city);
  • the form of that government (e.g., township, municipal charter);
  • the management system (e.g., commission, mayor, council);
  • how leadership positions would be instated (e.g., appointment, election);
  • the type of law enforcement and judicial system (how judges are selected) you would put into place; and
  • other services typically provided for by local and state governments. Be sure to explain the role of bureaucracies in these services, including how taxes support these services and how those taxes will be collected.

You can mix and match your government, judicial, and law enforcement decisions, but you must fully explain the reasons why you chose the types of systems. You must also address how your government would work with other governments/agencies and in what ways. You can pull concepts from previous readings in this course (not just those assigned in this unit) in order to develop this project. The video tutorial Library Research: An Overview will help you research various aspects of this project. Your project must be at least three full pages in length, not counting the title page and references page. Remember to have an introduction and conclusion to your paper. Library and outside sources are a requirement, and you must use at least three resources to support ideas in your analysis. Avoid conversational tone, and remember that this is an academic assignment, so you must use proper APA Style, grammar, and punctuation

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A privately owned island off the coast of Florida has been left to you by the eccentric owner who recently died

Instructions

A privately owned island off the coast of Florida has been left to you by the eccentric owner who recently died. The island is large enough for several small communities to be developed. Create a name for your island. You want to start on the right foot by establishing a local government, a judicial system, law enforcement system, and other services typically provided by local and state governments. When setting up a local government, please limit your selection to those styles found in the United States, and avoid dictator, monarchy, or communist systems. For the Unit VII Project, describe the following points:

  • the type of local government you would establish (e.g., county, city);
  • the form of that government (e.g., township, municipal charter);
  • the management system (e.g., commission, mayor, council);
  • how leadership positions would be instated (e.g., appointment, election);
  • the type of law enforcement and judicial system (how judges are selected) you would put into place; and
  • other services typically provided for by local and state governments. Be sure to explain the role of bureaucracies in these services, including how taxes support these services and how those taxes will be collected.

You can mix and match your government, judicial, and law enforcement decisions, but you must fully explain the reasons why you chose the types of systems. You must also address how your government would work with other governments/agencies and in what ways. You can pull concepts from previous readings in this course (not just those assigned in this unit) in order to develop this project. The video tutorial Library Research: An Overview will help you research various aspects of this project. Your project must be at least three full pages in length, not counting the title page and references page. Remember to have an introduction and conclusion to your paper. Library and outside sources are a requirement, and you must use at least three resources to support ideas in your analysis. Avoid conversational tone, and remember that this is an academic assignment, so you must use proper APA Style, grammar, and punctuation

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The Lego Group is a privately owned company based in Denmark and produces toys for both children and adults that are based on building structures from interlocking plastic bricks

ACCT6004 Finance Session 3, 2021
Assessment 3: Business Case Studies 2
This assignment has a 25% weighting in your overall mark for this unit and focuses on content from Topics 6, 7 and 8. The assignment will be marked out of 25 and marks will be allocated as indicated in the rubric on page 4. Your total assignment submission will consist of a word document and a spreadsheet.
Case information
The assignment is based on the case information below. While the company Lego, does exist, the financial data as well as the scenario in this case study are fictitious1, however the context is not. Many businesses and government departments face similar investment decisions in order to remain competitive as well as being more environmentally and socially responsible.
The Lego Group is a privately owned company based in Denmark and produces toys for both children and adults that are based on building structures from interlocking plastic bricks.
The company is in the process of becoming more environmentally conscious and moving away from the issue of traditional style plastic bricks that take many years to breakdown and using plant based materials from sustainable sources to manufacture their toys. This strategy aligns with their goal of tackling climate change issues.
This product (BIOLego) is totally new to the market and no other competitor has yet to initiate a ‘lego’ style product like it. The benefits of this product are that they are made from sustainable plant products and recycled plastics that are protecting the soils, waterways and oceans. For this reason, The Lego Group believes that this product will cost more to produce and install than its existing manufacturing capability and has more risk involved with its rollout into the current market than that of its existing products.
This new product will require an upfront expenditure on a new piece of machinery to manufacture the product. There is currently not one in the marketplace and will need to be custom built. The company has received quotes from certain manufacturers of machines to build this machinery and is satisfied that these quotes are realistic in terms of cost. The estimated cost of the new machinery totals $450 million. The company plans on financing this amount from their bank at quoted interest rate of 2.57% per annum.
The engineers of the company believe that this machine has a useful life of 6 years before needing to be updated with new technology as it comes available in future years. The machine will be depreciated using the prime cost method to zero over the life of the asset. At the end of the project, some of the machine can be sold off in parts for scrap at a total of $10 million. The machine will need to be dismantled and removed and at a cost of $3 million.
1. The Lego company and its proposed revenue growth strategies and sustainability strategies provide the inspiration for this case but all of the facts and financial information used are fictitious.
The company has spent several years researching and developing this product at a combined cost of $4 million. The CEO of The Lego Group has asked you to prepare a financial analysis of this initiative. They have asked you to provide a summary of your analysis, as well as providing your recommendations in the form of a short memo.
The sales and marketing department have conducted several focus groups with customers and are satisfied that BIOLego will be successful. It is estimated that revenues in the first year of the product’s introduction will total $170 million, however this is not certain. These sales are forecasted to increase by 30% each year in years 2, 3, 4 and 5 as an increase in awareness of the product becomes evident. By year 6, it is expected that sales will increase by 70% as this product now takes over from their existing plastic-based products. However, due to the focus groups only targeting a small group of customers, the team are concerned that this product may not be as successful as forecasted so in their recommendations they have estimated a 30% standard deviation in the estimated revenues.
The sales and marketing team have also highlighted that the existing products sold by the company (based on plastic products) is likely to see a fall in sales due to the introduction of the new product. The product currently generates $120 million profit before tax for the company each year and it is estimated that this will fall by 50% with the introduction of BIOLego.
The production department have estimated that production costs will be equal to 45% of the forecasted revenues each year. There will also be a requirement for the company to have additional working capital on hand for this project equal to 15% of each upcoming year’s sales forecast. This working capital forecast is relatively certain and based on previous production requirements of the company. The investment in this additional working capital will be made at the beginning of the project and will be fully recovered at the end of year 6, the last year of the project.
Other additional costs related to the project are as follows, (1) marketing costs $7 million (this is a best guess forecast) in the first year only; (2) maintenance costs of $4 million per year (certain forecast) and administration costs of $3 million per year increased by 2% each year after year 1 (certain forecast). The Lego Group have spent $1.5 million on feasibility studies for the project.
The Lego Groups financiers have advised them that the company’s weighted average cost of capital is 8% and is subject to a 30% income tax rate. It is assumed that all taxes are paid in the year of income to which they relate.
Required:
Prepare (1) a spreadsheet financial analysis of the proposed project and (2) a memo (maximum 1,000 words) to the CEO of The Lego Group that summarises your key results and provides recommendations on the project. Note carefully the following points:
• Analyse base case (expected) cash flows and potential uncertainty.
• For your base case analysis, calculate the five investment decision criteria listed in the relevant topic’s Overview document.
• If you make any assumptions beyond those given in the case information, explain them.
• Recommendations should address the decision suggested by the base case, along with further follow up or other matters the company should consider prior to making a final decision.
• Include an appendix to the memo that provides a readable screenshot(s) of your base case cash flows, the purpose of which is to allow the CEO to see line item detail without needing to spend time going to the spreadsheet itself.
• Within the memo body, you are advised to use tables and/or figures to assist decision makers quickly see main points and to visualise your analysis results but ensure the tables and figures are discussed or explained.
Instructions:
Submit your spreadsheet separately in the provided spreadsheet link in the BCS2 section of the unit site. By submitting the spreadsheet, you are confirming that it is entirely your own work. Save the spreadsheet with your details in the file name using the following format (failure to do so could result in your spreadsheet not being considered in marking):
Student ID_Full_name_ACCT6004A3
For example: 13579246_John_Smith_ACCT6004A3
The spreadsheet submission allows only one submission attempt so do not upload your spreadsheet until you are sure it is complete.
The memo will be submitted as a word document via a Turnitin assignment link in the BCS2 section of the unit site. Do not include a coversheet; commence with the memo. You can resubmit your document as many times as you like prior to the due time. You are therefore advised to examine your Turnitin Originality Report for this assessment to make sure your similarity score is low with very little highlighted text aside from technical phrases and quoted passages that are appropriately referenced.
This assessment will be marked using the rubric below. You are advised to read the rubric carefully so you know the criteria and performance levels upon which you work will be assessed. This is an individual assessment exercise. The unit teaching team is very experienced at marking such assessments and recognising the differences between individual and “group” work, as well as data, facts, statements and ideas of others that have not been appropriately acknowledged. To avoid any potential for academic misconduct investigation, ensure that every aspect of your work is your own and that you acknowledge all sources you have directly drawn upon in your submitted work. Quotations should be shown as such. We are not fussy about referencing style, just that you reference when needed.
Assessment 3: Business Case Studies 2 ACCT6004 S3 2021
MARKING CRITERIA Excellent Very Good Good Satisfactory Poor
Accurate estimation of
relevant base case cash flows and
decision criteria
(12 marks) All relevant base case cash flows have been accurately
incorporated into the analysis
and net cash flows and decision criteria are correct. (12 marks) Nearly all relevant base case cash flows have been
accurately incorporated into the analysis and decision
criteria are correct based on your net cash flows (10
marks) Most relevant base case cash flows have been accurately
incorporated into the analysis and decision criteria are
mostly correct based on your net cash flows. (8 marks) About half the relevant base case cash flows have been accurately
incorporated into the
analysis and decision
criteria are mostly correct
based on your net cash flows. (6 marks) Less than half the relevant base case cash flows have
been accurately incorporated into the analysis and decision criteria may be mostly
incorrect based on your net cash flows. (0 to 4 marks)
Accurate and appropriate analysis of
uncertainty
(5 marks) You have accurately analysed project uncertainty using
appropriate techniques. You have shown insight by judicious input
choices that are well-articulated and linked to case facts. The
analysis is easy to follow. (5
marks) You have accurately analysed project uncertainty using
appropriate techniques and judicious input choices that are mostly well-articulated
and linked to case facts. The
analysis is easy to follow. (4
marks) You have analysed project uncertainty using appropriate techniques and mostly
judicious input choices that are mostly well-articulated
and linked to case facts. The analysis is easy to follow. (3.5
marks) You have analysed project uncertainty using at least
one appropriate technique.
Input choices lack justification, are
unreasonable or the
analysis is not easy to follow. (2.5 marks) You have not analysed project uncertainty using appropriate techniques or have
attempted to use at least one
appropriate technique but with no demonstrated
consideration of input choices in a hard to follow analysis or
there are major inaccuracies. (0 to 2 marks)
Appropriate interpretation and
recommendations based on the
project analysis
(8 marks) You have accurately interpreted the results of your financial
analysis and made appropriate
and insightful recommendations with the basis of those
recommendations clearly and concisely explained.
Recommendations go further than simply accepting or rejecting the project by recognising the subtleties of project decision
making and needed additional
analysis or considerations. Use of language makes meaning
consistently clear; no or very few grammar, syntax and spelling
errors. (8 marks) You have accurately interpreted the results of your
financial analysis and made appropriate
recommendations.
Recommendations go further than simply accepting or
rejecting the project by
recognising some subtleties of project decision making
and/or needed additional
analysis or considerations.
Use of language mostly makes meaning clear; no or very few
grammar, syntax and spelling errors. (6.5 marks) You have accurately interpreted most of the results of your financial
analysis and made some appropriate
recommendations. Subtleties of project analysis and
decision making have
generally not been
recognised. Use of language
mostly makes meaning clear; several grammar, syntax and spelling errors. (5.5 marks) You have accurately interpreted some of the results of your financial
analysis and made at least one appropriate
recommendation. Use of language mostly makes meaning clear; several grammar, syntax and spelling errors. (4 marks) You have not correctly interpreted most results from your financial analysis or no
recommendations have been made or recommendations
do not follow from the results or interpretation. Use of language mostly makes meaning unclear; many
grammar, syntax and spelling errors. (0 to 3 marks)

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If you owned a small business, would you develop a code of business conduct?

Business Policy and Strategy

1.      If you owned a small business, would you develop a code of business conduct? If yes, what variables would you include? If not, how would you ensure that your employees were following ethical business standards?Your response should be 150 words in length.

Must cite one reference in APA format.

2.      Why should firms formulate and implement strategies from an environmental perspective?Your response should be 150 words in length.

Must cite one reference in APA format.

3.       How can firms ensure that their code of business ethics is read, understood, believed, remembered, and acted on rather than ignored?Your response should be 150 words in length.

Must cite one reference in APA format.

4.      Discuss bribery. Would actions, such as politicians adding earmarks in legislation or pharmaceutical salespersons giving away drugs to physicians, constitute bribery? Identify three business activities that would constitute bribery and three actions that would not.Your response should be 150 words in length.

Must cite one reference in APA format.

5.      What do you feel is the relationship between personal ethics and business ethics? Are they or should they be the same?Your response should be 200 words in length.

Must cite one reference in APA format.

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quity Compensation to Managing an Employee -Owned Company

BSc (Hons) Human Resource Management Cohort: BHRM/20A/FT [Batch 2 ] Semester II 2020/2021 & SEMESTER I 2021 Assignment I I for Year 2021 Module Name: Leadership, Teams & Empowerment M odule Code: HRMT 2109 Lecturer’s Name: Mr. Jessen Seringhen Coopoomootoo 2 INSTRUCTIONS & INFORMATION TO CANDIDATES 1. There are TWO questions in the assignment (Case Study) . You have to answer BOTH questions. 2. Each question carries 25 marks . 3. State clearly the question number that you are answering. 4. You should properly reference your answers using Harvard referencing style and include a bibliography at the end of each essay properly arranged in alphabetical order. Note that plagiarism may be penalized. 5. Use Times New Roman as font, 1 .5 line spacing and font size 12. 6. Each answer should not exceed 1500 words (excluding graphs, charts, appendixes and referencing list). 7. This assignment will account for a total of 50% for the module . 8. Deadline for submission of assignment is 01 August 2021 . Kindly note that the rules and regulations of the university governing submission of assignment after the deadline will be enforced. 9. You need to include a cover page in your answer showing clearly your full name, student ID number , programme of st udy, cohort name, level of study, module name and module code . 10. You are required to submit your assignment in soft co py either in Microsoft W ord or Adobe Acrobat format on the following email address: jcoopoomootoo @umail.utm.ac.mu and to forward a copy of same on cssbmfexams@umail.utm.ac.mu . 11. Note that this is an individual assignment. The onus for maintaining confidentiality of your work rests on you. Make sure that you do not share your answers with anyone from your batch or from any other batches. In case any cheating is suspected, you may be penalized , as per the university regulations. 3 Creating a High -Performing Workplace It’s well known that the Beyster Institute provides consulting guidance to companies and their leaders on the development of effective employee ownership programs. Less familiar to many is the work we do in classroom education. In fact, one of the most i mportant ways that we build understanding and support for employee ownership among business leaders is through the teaching we do in the MBA program at the UC San Diego Rady School of Management. Our offerings include a whole range of classes from Equity Compensation to Managing an Employee -Owned Company. Among those is one especially interesting course with a human resource slant. Currently, Beyster Institute Senior Consultant Martin Staubus is teaching a course entitled “Creating a High -Performing Wor kplace,” which is offered as an elective course in the organizational development area. In a recent interview, Professor Staubus described the content of the course. “In Creating a High -Performing Workplace , we explore five themes. As a bit extra fun, I play a theme song for each theme – students get extra course credit for naming the song and the artist.” The themes are: High Performance in the Innovation Age. Before we can explore how to create a high -performing workplace, it only makes sense that we know what that is. If you don’t know what you’re trying to create, how can you talk about the steps to create it? Our first theme, therefore, begins with the observation that, in the U.S. and other developed economies, the Industrial Age that dominat ed most of the last century has evolved into the Innovation Age of the 21st century. Yes, there is still traditional manufacturing in the U.S., and there are workers who do repetitive manual tasks. But the work that really drives economic growth in the U .S. now involves activities that require employees to use independent judgment and creativity and to collaborate effectively with others. There simply aren’t many jobs left where employees just carry out the instructions handed down by the boss. If your organization isn’t constantly striving to make your customer experience better and/or cheaper, it’s unlikely to see long -term growth. An important point here is that innovation doesn’t only mean “product innovation” – coming up with the next iPad or other big hit. And innovation doesn’t just mean 4 one heroic individual coming up with a brilliant insight. Rather, companies thrive when its people are constantly figuring out lots of small ways to make the company’s existing products or services a little better, a little easier to produce or a little cheaper. And most innovation actually results from people i nteracting, pooling their knowledge, bouncing ideas off each other, and collaborating to come up with improvements on the status quo. In the Innovation Age, then, a high -performing workplace is one in which the people in the organization are proactively a pplying not only their technical training, but their creativity and good judgment, collaborating as a team to continuously improve their company’s ability to deliver value to customers. One of the great challenges of American business – and the reason for this course – is that the management methods that were developed for the Industrial Age now are very poorly suited to meet these needs of the Innovation Age. Yet American business is being led by old guys who in turn were mentored in their younger days b y executives who cut their management teeth in the heyday of the Industrial Age. Too much of current management remains rooted in Industrial Age practice. Our theme song? “The Times They Are a -Changin’” by Bob Dylan. Historical Development of Workp lace Management. American business didn’t just wake up last week and decide that perhaps it should try to get its workplaces to operate at a high level. In fact, since the industrial revolution, when large -scale production first became dominant, people h ave been trying to figure out how best to organize people in workplaces so as to achieve high productivity and performance. What have they learned along the way? The “science” of management as an applied technology dates to Frederick Taylor, a man origin ally trained as a mechanical engineer, who became a management consultant around the start of the 20th century. Interestingly, he also was from a Quaker family, and was deeply troubled by the often -bloody workplace conflict that was prevalent in industria l America at that time . As other manager s, Taylor deemed ignorant and applied brute force in his efforts to maximize productivity. As might be expected of a mechanical engineer, he conceived of the workplace as a great machine, with efficient productivity being achieved through an engineering process that assigned clear, consistently repeatable tasks to employees, so that they functio ned like parts in a machine. In this model, it was imperative that the workers never depart from the assigned process. Not even managers were authorized to engage in improving the production process. That authority was reserved to “industrial engineers” specially trained to design workplaces as machines. 5 Ultimately, Taylor’s methods never did quite achieve his goal of harmonious, high productivity in the workplace. Despite the failure of this approach, the mental model of “workplace as machine,” with t op management manning the controls, has had tremendous staying power. As the 20th century went on, people with advanced training in human psychology began to study workplace performance issues, and soon identified the fatal flaw in Taylor’s machine model of the workplace: people aren’t cogs, and don’t react well to being deployed that way. Leading thinkers of the time – Abraham Maslow, Kurt Lewin and Douglas McGregor – developed better -informed ideas about fostering workplace productivity, taking into acc ount the unique emotional make -up of human beings that make us so different from machines. Perhaps the biggest flaw in Taylor’s machine model, however, is that it fails to take advantage of the remarkable creative capacity that is in everyone. Indeed, he insisted that employees do only what they are told and nothing more. “Don’t ever change a thing!” was the old message to employees. In the Innovation Age, that command and control system is a recipe for failure. Our theme song? “We Didn’t Start the Fi re,” by Billy Joel. Human Motivation in the Workplace. So, people are not cogs and can’t simply be deployed like machine parts. They have wills of their own, and will perform at a high level only if they want to. So, when it comes to motivating employ ees – to get them to want to – what works? The most popular motivational method traditionally used by business management is a collection of carrots and sticks – more than anything, monetary incentives. These practices endure despite a mountainous pile o f research studies showing that monetary incentives are minimally ineffective in most cases – and , in fact , can be counterproductive ; actually, lowering output. They are especially ineffective in a context where workers need to be engaged in creative, jud gment -based, innovative activity – exactly the kind of work that is central to today’s Innovation Economy. So, if monetary incentives don’t drive high performance in the Innovation Age, what does? This question gets to the heart of the course. The concepts we explore suggest that in today’s innovation -oriented economy, companies foster a high level of performance by:  First and foremost, establishing a clear sense of mission and purpose that establishes the venture as something meaningful and wo rthwhile to the people in the organization. 6  Second, assembling a group of dedicated people around that mission and purpose – a community of people who have come together to pursue that purpose successfully.  Third, establish operating values, principles and practices for that workplace community that enable people to assume responsibility, deliver valuable contributions, and earn a sense of achievement and self -worth from what they accomplish . People want to be part of something worthwhile, something larger than themselves, and as individuals they want to grow, develop and progress. Workplace communities will be highly productive when they enable people, through their contributions and accomplishments, to fee l that they are achieving valuable things and that they are respected and appreciated for that by their peers. Our theme song? “Can’t Buy Me Love,” by the Beatles. A Stake in Business Success. If an organization’s mission is to find a cure for cancer, end world hunger, or create break -through technologies, clearly that’s something that will provide a compelling sense of purpose and meaning to many people who might want to work there. But what about a company with a more mundane mission: supplying comm onplace components or providing routine services? How can such a company create compelling meaning that provides motivation and determined drive to the people working there? An answer may be found by looking at what motivates the typical entrepreneur who works hard to build a successful venture. The rewards from doing that are apparent: the creation of personal wealth; providing abundantly for one’s family; a sense of achievement; pride of accomplishment; a sense of identity with a successful venture; sa tisfaction in making a contribution to the community; etc. Even in industries that aren’t inherently sexy and compelling, then, companies can build a motivated community of employees by drawing them into the challenge and rewards of building and running a successful business. The foundation of this workplace strategy is the practice of employee ownership. The rewards of entrepreneurship, after all, are mainly ones that flow only to those who own the business. Ownership is a formal claim to both the fina ncial and the emotional benefits that are generated by successful business outcomes. Owners claim the wealth that is generated by business success, and also claim the sense of pride, 7 accomplishment and identity that comes from that success. In short, the cause of building and operating a successful business can provide the sense of purpose that will support the sense of purpose that is needed to support a high -performing venture. A key take -away here is that it’s not enough to simply distribute shares of stock among the workforce as though it were pixie dust. People need to understand the rules of the game – how the business works, what the team needs to do to succeed, and how to track progress against budgets and goals to see how well the team is doing. In short, they need to be “business -literate.” This not blazing a virgin trail. It is a well – established strategy known as “open book management.” Our theme song? “Reasons” by Earth, Wind and Fire. Hire for Attitude; Train for Skills. We have spent most of the course exploring how to build a workplace that encourages and enables employees to deliver their best ideas, their best judgment, and their best performance. Yet logically, even if the people are highly committed and motivated, i sn’t the capacity of a workforce to perform at a high level going to be constrained by the extent of their knowledge, skills and abilities? Of course , it is. So , companies need employees who have both: a) excellent technical skill sets; and b) constructi ve attitudes that foster teamwork, effective collaboration, a willingness to take responsibility and show leadership, and that align with the company’s mission, purpose and values. The challenge for business is that few hiring candidates come to your door with all of the desired skills and attitudes. Given that reality, what hiring and development strategies will support a high -performing workplace? Organizations that continue to adhere to the machine model of the workplace, seeing employees as “units” t o be plugged into slots, continue to focus on the technical “specs” of the unit. High -performing companies in today’s Innovation Economy, however, have found that it is essential to prioritize the constructive attitudes that will fit with the company’s in novation culture. Specific skills can be taught; but attitudes about how we deal with others tend to be a fundamental aspect of individual outlook and personality, and thus much harder to change. Ego -driven individualists, for example, are unlikely ever to really dedicate themselves to achievement of team goals. So, if a new hire has the right attitudes, but not all of the needed skills, the skills gap can be remedied through training. But if a new hire has the full technical skill set but lacks the con structive, mission -oriented, team -player attitudes that are desired, it may be 8 difficult to turn that person into a high -functioning member of the organization. Thus, the motto of these companies is, hire for attitude, train for skills. Our theme song? “Higher Ground” by Stevie Wonder. That’s it! Those are the five themes that comprise the curriculum of Management 269: Creating a High -Performing Workplace as taught at the Rady School of Management at UC San Diego. By Martin Staubus Answer ALL questions a. Make a critical evaluation of the challenges faced by today’s leaders in businesses in relation to the shift in employees’ expectations , mentioned in the article above , in creating a high performing workplace. [25 Marks] b. Analyze how em powerment and motivation of employees may be influenced by attitudes of colleagues and leaders of today’s organization. [25 Marks] 

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Nabil is a tenant of a house owned by Shafiq

NSTRUCTIONS

  1. Answer BOTH questions.
  2. Your answer must be submitted in pdf/word/online text form by 11.59 PM on 2/7/2021
  3. Late submission will not be entertained (unless you have a valid reason)
    QUESTION 1
    Nabil is a tenant of a house owned by Shafiq. On 1st June 2021, Nabil received a letter from Shafiq wherein Shafiq stated that he was “interested in selling the house” and asking Nabil to let him know before 9th June 2021 whether Nabil is interested to buy the house at the price of RM550,000.00. On 8th June 2021, Nabil posted a letter to Shafiq informing that he agreed to buy the house at the price of RM550,000.00. However, the next day Shafiq called Nabil and told him that he had withdrawn his offer as he planned to sell the house to his sister instead. At that time, Nabil’s letter had not reached Shafiq yet and it was only received on 10th June 2021. Nabil believes that they already have a valid contract when he posted the letter on 8th June 2021 but Shafiq denies that they have a binding agreement. Advise Nabil. (10 marks)
    QUESTION 2
    Samad is an 80-year old man who is paralysed due to stroke and is fully dependent on his nurse, Nora. One day, Samad’s daughter found out that her father’s house is already transferred to Nora’s name. She was very angry and accused Nora of influencing Samad to give her the house. Nora seeks your advice on whether the transfer of the house is valid under the law. (5 marks)

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C&C Sports is a family and locally owned sport uniform company based in Texas since 1928.

Reply to this with at least 200 words and reference

C&C Sports is a family and locally owned sport uniform company based in Texas since 1928. Their company started as a sewing operation with intents to provide clothing to workers. Over time, the company found a market niche in manufacturing baseball uniforms and has attributed their continuous success to that. The company is run by the third generation of leadership with relatives running certain management positions.

In conducting a strengths analysis, we find that they are local and do not outsource operations from China. Because of this, they have grown favoritism throughout Texas and have grown a loyal fan base. Product delivery/shipment is also quick and reliable. C&C sports also has a ongoing connection with other vendors in the chain such as Universal Sports which offers marketing, less shipment costs, and additional sales for C&C Sports. Also, due to it’s history and close accounting records, C&C sports has been able to continuously generate income despite sales declining because they were able to understand what to do and that is create less clothes and ultimately, have production expenses reduce.

A weakness analysis displays a lower operating income percentage because it is a smaller firm and therefore can only produce so many clothes and income. In fact, there seems to be an ultimate decline in cash from operations despite income increasing and inventory increasing. There also seems to be a lack of growth and general expansion nationwide as their current business is staying stagnant.

Opportunities arise from C&C Sports’ current weaknesses AND strengths combined. Expansion is necessary in order to generate more revenue. C&C is so customed to occupying their current market niche (baseball apparel) and should look into alternate markets like other sport apparel and equipment even. The company can maintain its core values of not outsourcing but they should look into expanding and networking into other states/stores. The company also should pride themselves on their excellent customer service and high quality items and use those as a main selling point when they do venture into other markets. The company can also utilize various marketing tools from the internet and social media to display their brand.

Threats arise from alternate competitors or sport apparel stores that have been able to carry more than just baseball apparel. Overall, these competitors have occupied a certain portion of the market and C&C’s revenue even if C&C carries exclusive baseball attire (not found in other stores). Another threat that is incoming is the gradual decrease in sales due to the unbalanced operating income percentage. The company should also look into investing into operating activities as their current cash balance is decreasing despite their current method which is trading long term debt for short term debt is only a short-term solution.

It is crucial for C&C Sports to analyze their current financial reports and statements to identify where their strengths can be further utilized and how to correct their weaknesses. It is also important to identify whether or not the third generation President is fully mentally invested and capable in the job as he may no longer what a part of the business and is holding it back. “Thus, it is time to analyze the business’ opportunities and directions to ensure an appropriate match of management and leadership talents with the needs of the company” (Fritz, 1997).

 References:

Davis C. E., & Davis E. (2020). Managerial Accounting, Enhanced eText (4th ed.). John Wiley & Sons. ISBN-13: 9781119577669

Fritz, R. (1997). Wars of Succession : The Blessings, Curses and Lessons That Family-owned Firms Offer Anyone in Business: Vol. 1st ed. Silver Lake Publishing

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JKL Industries is an Australian-owned company selling forklifts

 Research workforce requirements and develop a workforce planTask summary and instructions
What is this assessment task about? JKL Industries is an Australian-owned company selling forklifts, small trucks and spare parts to industry, with a rental division leasing forklifts and small trucks.
As an HR consultant, you have been contracted by JKL to review workforce requirements and develop a workforce plan.
To complete this task, please refer to Appendix 1 – Scenario and Appendix 2 – Policies and Procedures at the end of this assessment document.
This task comprises of product-based assessment methods, and direct observation of a Role Play in a simulated work environment.
It has been designed to evaluate your ability to:
• Review current data on staff turnover and demographics
• Assess factors that may affect workforce supply
• Establish the organisations requirements for a skilled and diverse workforce
• Review organisational strategy and establish aligned objectives for modification or retention of the workforce
• Consider strategies to address unacceptable staff turnover, if required
• Define objectives to retain required skilled labour
• Define objectives for workforce diversity and cross-cultural management
• Define strategies to source skilled labour
• Communicate objectives and rationale to relevant stakeholders
• Obtain agreement and endorsement for objectives and establish targets
• Develop contingency plans to cope with extreme situations
You are required to address the following:
• Task 2.1 Research workforce requirements
o Develop workforce planning report
• Task 2.2 Develop a workforce plan
o Develop a workforce plan
• Task 2.3 Present and obtain approval for the workforce plan
o Present and discuss the workforce planning report and the workforce plan to obtain approval for the workforce plan.
What do I need to do to complete this task satisfactorily? • submit the completed assessment tasks, according to instructions,
• complete the tasks with sufficient detail and present them in a professional manner,
• use your own words and reference sources appropriately,
• meet the word count where required,
• use the scenario provided,
• use the templates provided where required,
• for your performance to be deemed satisfactory in this assessment task you must satisfactorily address all of the assessment criteria,
• if part of this task is not satisfactorily completed you will be asked to complete further assessment to demonstrate satisfactory performance.
Specifications You must deliver/participate in:
• Role-Play (meeting with relevant stakeholders) in eek 4 of class
You must submit to GOALS
• Workforce Planning Report
• Workforce Plan
• Observation Checklist
• List of changes implemented in the workforce plan
Resources and equipment • Computer with Internet access
• Access to Microsoft Office suites or similar software
• Learning material
• Scenario for assessment document
• Relevant policies and procedures provided in a separate folder
• Use of the templates included in this assessment document
What will the assessor be looking for? Your assessor will be looking for demonstrated evidence of your ability to:
o Research and summarise information
o Analyse and evaluate data
o Evaluate factors that may affect workforce supply
o Define the requirements for workforce
o Develop a workforce plan
o Stakeholder management
o Communication
Re-submission opportunities You will be provided feedback on your performance by the Assessor. The feedback will indicate if you have satisfactorily addressed the requirements of each part of this task. If any parts of the task are not satisfactorily completed, the assessor will explain why, and provide you written feedback along with guidance on what you must undertake to demonstrate satisfactory performance. Re-assessment attempt(s) will be arranged at a later time and date. You have the right to appeal the outcome of assessment decisions if you feel that you have been dealt with unfairly or have other appropriate grounds for an appeal. You are encouraged to consult with the assessor prior to attempting this task if you do not understand any part of this task or if you have any learning issues or needs that may hinder you when attempting any part of the assessment.
Procedures
1. Review the assessment scenario, the business documentation, including policies and procedures and the templates provided:
o Appendix 1 – Scenario
o Appendix 2 – Policies and Procedures
at the end of this document
o Templates:
? 1 – Workforce Planning Report in Task 2.1
? 2 – Workforce Plan in Task 2.1
2. Review the JKL simulated business: Appendix 1 (Scenario) and Appendix 2 (Policies and Procedures); and undertake independent research to determine external factors that may affect the workforce supply.
Investigate:
• current data on staff turnover and demographics
• projections for future workforce needs
• external factors that may affect workforce supply
• relevant industrial relations information, such as modern awards, conditions, rights and responsibilities of workers and management
• relevant government policy.
3. Based on your findings and analysis, develop a workforce planning report (Template 1).
4. Develop a workforce plan (Template 2) to include:
• Objectives for modification or retention of the workforce
• Strategies to address unacceptable turnover
• Objective required for retaining skilled labour
• Objectives for workforce diversity and cross-cultural management
• Strategies to source skilled labour
• Communication plan
• Risk analysis and contingency plan
5. Schedule a time with the trainer and assessor in week 4 of class to present and discuss the workforce planning report and the workforce plan.
The meeting aims to obtain agreement and endorsement of the workforce plan.
The trainer and assessor will play the role of the Managing Director, and a group of classmates will play the role of the Operation manager, the HR manager and the Finance and Administration Manager.
The trainer and assessor will evaluate your performance during the meeting.
If you are absent from class, it is your responsibility to make alternative arrangements with the trainer and assessor to perform the Role-Play.
Duration: 15 minutes.
Before the Role-Play
• Prepare the workforce planning report and the workforce plan
• Identify key talking points to justify the workforce plan
• Identify the non-negotiable
• Prepare to negotiate and respond to objections
During the Role-Play
• Explain the aim of the meeting
• Summarise the content of the workforce plan and explain why it is needed
• Outline workforce requirements
• Explain how the workforce plan will support the achievement of organisational strategic and operational goals
• Provide an overview of the plan (scope, objectives, timelines, risks, budget etc…)
• Answer questions and provide information as required
• Gather feedback and inputs from the stakeholders attending the meeting
• Discuss any change/adjustment/refinement to the workforce plan
• Use language, format and style appropriate to the audience
• Use communication techniques such as summarising, rephrasing, questioning and active listening
• Use negotiation techniques such as compromising, accepting, competing and collaborating.
After the Role-Play
• Document the changes to the workforce plan agreed on with the stakeholders during the meeting.
• Finalise the workforce plan based on the changes agreed on with the stakeholders.
Please note that the trainer and assessor will check that the agreed-on changes have been applied to the workforce plan submitted with your assessment
Complete the following activities:
Task 2.1 Research workforce requirements
Review the JKL simulated business: Appendix 1 (Scenario) and Appendix 2 (Policies and Procedures); and undertake independent research to determine external factors that may affect the workforce supply.
Investigate:
• current data on staff turnover and demographics
• projections for future workforce needs
• external factors that may affect workforce supply
• relevant industrial relations information, such as modern awards, conditions, rights and responsibilities of workers and management
• relevant government policy.
Based on your findings and analysis, develop a workforce planning report (Template 1) including:
• Organisational needs, including current and the future situation concerning workforce capability
• A description of the organisation’s requirements for a skilled, diverse and cross – cultured workforce
• A summary of the data you have considered and analysis of the impact on organisational objectives, including:
o internal and external labour supply predictions
o external conditions, for example, government policy
o organisational future demand and predictive techniques used.
Use Template 1 and follow the instructions.
Template 1 -Workforce Planning Report
Introduction
Address the following (ALL points must be addressed)
• Provide background information about the organisation and the industry in which it operates.
• Indicate why the workforce analysis has been conducted (Example: refer to the current business situation, operational plans and/or strategy)
• Describe what documents, tools and techniques were used for the workforce analysis. (Example: the internal and external sources of information such as interview with staff, operational plans, SWOT or PESTLE analysis) etc.
(50-100 words)
Internal analysis
Summarise the following information based on your research and analysis:
• Staff turnover trends
• Staff demographics
• Current skills and knowledge of the workforce (skills and capacity audit)
• Workforce’s future demands
• Any critical issue/s identified during the analysis
(100-150 words)
External analysis
Address all the points below as instructed.
PESTLE Analysis
Perform a PESTLE analysis. Include at least two points of analysis for each PESTLE category. Be specific (for example, do not just mention tax policy under economic, specify what tax policy you refer to). Focus on factors that may impact the workforce.
PESTLE Analysis
Political
Economic
Social
Technology
Legal
Environmental
SWOT Analysis
Perform a SWOT analysis with a focus on factors and issues related to the workforce). The SWOT builds on the analysis undertaken for the internal and external business environment in this document. Identify at least 4 factors/section.
SWOT Analysis
Strengths
Weaknesses
Opportunities
Threats
Workforce supply
Based on your research, list 4-5 factors that may affect the workforce supply.
Evaluation
Evaluate the workforce requirements of the organisation based on your analysis; include 3-5 identified workforce requirements in your evaluation summary.
Requirements must include:
• Needs for downsising and/or hire new personnel
• Skills and capabilities needs
• Changes to workforce profile such as location, labour mix, education, age, diversity mix
• Any other requirements relevant to achieve organisational strategic goals
(80-120 words)
Task 2.2 Develop a workforce plan
Develop a workforce plan (Template 2) to include:
• Objectives for modification or retention of the workforce
• Strategies to address unacceptable turnover
• Objective required for retaining skilled labour
• Objectives for workforce diversity and cross-cultural management
• Strategies to source skilled labour
• Communication plan
• Risk analysis and contingency plan
Use Template 2 and follow the instructions.
Template 2 -Workforce Plan
Executive Summary
Outline of the content of the plan.
(40-80 words)
Workforce plan overview
Key points
Workforce requirements
Summary of workforce requirements as identified in the report in Task 2.1

Scope
For what organisational level is the workforce plan being developed? (e.g. unit, section, branch, division, group, agency, department, etc.) Will the workforce plan cover all workforce segments or critical job roles only? What are the main inclusions and exclusions of plan? (e.g. due to data constraints a workforce profile will be excluded)
(30-50 words)
Alignment
Outline how the workforce plan will support the achievement of organisational strategic and operational objectives.
(40-80 words)
Objectives
What is the outcome you are seeking to achieve from the implementation of the workforce plan? Define 6 objectives of the workforce plan.
Determine 2-KPIs/objective.
Makes sure to include objectives about:
• Addressing unacceptable turnover (if required)
• Retain skilled labour
• Workforce diversity and cross-cultural management
• Source skilled labour
• Being an employer of choice
• Succession planning Objectives KPIs

Outputs
What will the outputs of the project be? (Example: number of new hires, training outcomes, % of a diverse workforce, decrease in turnover). 4-5 outputs.
Budget
Total budget to implement the workforce plan.
Timeline
When will the implementation of the workforce plan begin? When is it scheduled to finish (and be integrated into business as usual)? What are the timeframes associated with key components of the plan?
Identify 4-5 milestones. Timeline Start:
Finish:
Milestone 1:
Milestone 2:
Milestone 3:
Milestone 4:
Milestone 5:
Responsibility
Identify 4-5 key roles and responsibilities associated with major tasks for the implementation of the workforce plan.
Responsibility may include:
• Operations
• Reporting
• Admin support
• HR advice
• Training and Development
• Issue resolution
• Risk management
• Monitor and control
Etc… Major Tasks Role/Responsibility

Monitoring and control
Summarise how the implementation of the workforce plan will be monitored and controlled. (40-80 words)
Gap Analysis
Compare the current workforce analysis with the workforce requirements and document four gaps that you have identified (Add rows if needed).
Current Required Gap
Example:
2 receptionists in X office Example:
3 receptionists in X office Example:
1 receptionist role to fill

Strategies to support the achievement of key objectives
Develop and summarise key strategies to support the achievement of critical objectives. (30-50 words/strategy)
Strategy
Summary
Unacceptable turnover
Retain skilled labour
Workforce diversity and cross-cultural management
Skilled labour
Employer of choice
Succession planning
Staffing action plan
Review the staffing information FY2020-21 in Appendix 1 and develop a staffing action plan for each position.
Note:
• Review the org chart
• Review the number of staff/branch under the operational plan
• Consider the total of staffing needs/position. Example: Branch Managers in Sydney+ Melbourne +Perth +Adelaide + Canberra. This is a high-level exercise.
• In your review, consider current staff, required and exiting to calculate the staffing targets. Targets= Required – Current – Exiting.
• Consider that all staff in the rental customer service division will be made redundant and there is a preference to advertise job vacancies internally
• When planning activities to achieve the staffing targets, consider activities such as:
o Promotion
o Redeployment (move)
o New Hire
o Secondment
• For each position specify how many new hires, how many promotions etc…
• Identify key considerations. For example: positions offered internally first, training needs for secondment, vacancies caused by promotions etc..
Position Staffing target for FY 2020-21 Activity
Senior manager
Branch manager
Line manager (service, sales)
Sales force
Rental customer service (redundant)
Mechanic
Considerations
Communication Matrix
Develop a communication matrix to facilitate stakeholder engagement and communication for implementation and post-implementation of the workforce plan. (6-8 stakeholder groups and/or individuals)
Stakeholder
(Groups and or individual) Communication
Need/s Communication
Medium/media Frequency
Example:
Board of director, Managing Director, Departmental managers, teams, offices, government agencies etc… Example:
Reporting, news, information and data, surveys/feedback etc… Example:
Email, meetings, newsletter, social media platform, mobile app etc.. Example:
Weekly, ad hoc, fortnightly, monthly etc..

Risk assessment and contingency planning
Identify two risks for each workforce objective and develop a risk treatment strategy for each risk. If the risk is extreme, outline a contingency plan for that risk.
Example:
Objective Risk
Description Likelihood Consequences Risk Evaluation Risk Treatment or Contingency Plan
(20-50 words)
All staff to become proficient in the use of new IT system. Different pre-existing IT knowledge and skills in the workforce L Mo H Organise additional training session for staff with lack of IT knowledge and skills. Explore the opportunity to run this session online.
Productivity loss when scheduling training time for staff. L Mo H Plan training to ensure minimum function in each department is covered to minimise disruptions. Schedule training on Friday afternoon.
Objective Risk
Description Likelihood Consequences Risk Evaluation Risk Treatment or Contingency Plan
(20-50 words)

• Likelihood: Almost certain (A) Likely (L) Moderate (M) Unlikely (U) Rare (R)
• Consequence: Insignificant (I) Minor (Mi) Moderate (Mo) Major (Ma) Catastrophic (C)
• Evaluation: Extreme (E) High (H) Medium (M)
Task 2.3 Present and obtain approval for the workforce plan
Schedule a time with the trainer and assessor in week 4 of class to present and discuss the workforce planning report and the workforce plan.
The meeting aims to obtain agreement and endorsement of the workforce plan.
The trainer and assessor will play the role of the Managing Director, and a group of classmates will play the role of the Operation manager, the HR manager and the Finance and Administration Manager.
The trainer and assessor will evaluate your performance during the meeting.
If you are absent from class, it is your responsibility to make alternative arrangements with the trainer and assessor to perform the Role-Play.
Duration: 15 minutes.
Before the Role-Play
• Prepare the workforce planning report and the workforce plan
• Identify key talking points to justify the workforce plan
• Identify the non-negotiable
• Prepare to negotiate and respond to objections
During the Role-Play
• Explain the aim of the meeting
• Summarise the content of the workforce plan and explain why it is needed
• Outline workforce requirements
• Explain how the workforce plan will support the achievement of organisational strategic and operational goals
• Provide an overview of the plan (scope, objectives, timelines, risks, budget etc…)
• Answer questions and provide information as required
• Gather feedback and inputs from the stakeholders attending the meeting
• Discuss any change/adjustment/refinement to the workforce plan
• Use language, format and style appropriate to the audience
• Use communication techniques such as summarising, rephrasing, questioning and active listening
• Use negotiation techniques such as compromising, accepting, competing and collaborating.
After the Role-Play
• Document the changes to the workforce plan agreed on with the stakeholders during the meeting.
• Finalise the workforce plan based on the changes agreed on with the stakeholders.
Use the space provided below to document the changes.
Please note that the trainer and assessor will check that the agreed-on changes have been applied to the workforce plan submitted with your assessment.
Appendix 1 – Scenario
JKL Industries is an Australian-owned company selling forklifts, small trucks and spare parts to industry, with a rental division leasing forklifts and small trucks.
The company’s head office is in Sydney and JKL has branches in Brisbane, Melbourne, Perth, Adelaide and Canberra.
After 12 years in business, focusing on forklifts and small trucks, JKL has been offered the sales rights to a range of medium and large trucks from an overseas supplier. This opportunity will provide JKL with an advantage in range over its competitors.
Sales results over the past five years have indicated strong growth in forklift and truck sales, which have averaged 10% sales growth per annum. The rental market has been in decline for the past three years due to the reduced costs of these vehicles and some taxation benefits for purchases of these vehicles.
Taking the sales opportunity will, however, entail some significant changes, including significant changes to company structure and operations. The company will reposition itself to focus solely on retail sales and service and exit the rentals market, in which forces such as competition and consumer choice reduce potential profitability.
The changes will necessarily impact workforce planning. The company will need to ensure it has the right people with the right skills at the right time to achieve objectives. JKL will need to closely monitor turnover and recruitment and implement strategies to retain skilled people and ensure critical roles are filled. In accordance with the organisation’s values, JKL intends (to the extent feasible) to recruit from within the company and up skill or re skill existing rentals employees who wish to remain with the company.
As an HR consultant, you have been contracted by JKL to review workforce requirements, develop and implement a workforce plan.
Mission
JKL Industries is an Australian owned company selling forklifts, small trucks and spare parts to industry. We deliver value to customers and investors through our highly trained, motivated, and expert workforce.
Vision
JKL Industries believes in developing and unlocking the potential of its people to allow the company to become the leading supplier of forklifts, small, medium and large trucks in Australia.
Company values
? Performance excellence
? Value for investors, customers and employees
? Personal and professional development
? Diversity
? Sustainability.
Organisational Chart

Business and strategic planning FY 2020-2021
Goals Strategic objectives Operational objectives
Provide value to investors and owners Increase overall profitability by 10% over next three years Reduce costs through negotiations with suppliers
Reduce costs through HR management efficiencies
Increase revenue by through providing increased customer value
Exit underperforming markets; JKL will withdraw from the rental market and close the rental division within the next 18 months
HR partners with business to help business achieve financial goals HR completes scan of external conditions and market/industry forces impacting competitiveness and capability development
Provide value to customers JKL will continue to sell and service forklifts and expand their market share by 7% within the next 12–18 months Provide quality customer service
JKL will expand existing branches to include the sale of medium and large trucks within 18 months
HR partners with business to help business meet customer needs HR partners with front line managers to help them meet the needs of customers through motivated, competent and well- equipped staff
Develop workforce potential Provide required training to meet workforce needs Deliver training to upskill rental employees
Recruit Conduct workforce planning through FY 2021–22
Complete implementation of staff planning for FY 2020–21
Conduct skills audits and needs analysis for all roles to be filled by recruitment strategy
Ensure all critical roles are filled to meet revenue targets
Become an Employer of Choice Provide personal development plans for all employees
Retain managerial talent through rewards, promotion and training
Provide best in industry programs incentives and HR services
Manage performance and adherence to organisational values Complete twice-yearly performance reviews
Communicate organisational values and code of conduct
Build culture of excellence: eliminate discrimination and promote diversity in workforce
Promote levels of diversity in workplace proportional to percentage of population
Continuously improve operations and management efficiency Monitor performance in all areas of strategy and operational efficiency Monitor management inputs, such as completion of reporting and coaching requirements
Monitor stock turns of forklifts, trucks, etc.
Monitor HR service delivery efficiency
Workforce Data
The following staff turnover and demographics data was gathered from the JKL accounting and payroll system and HR management system.
Current HR workforce turnover and demographic data
Turnover FY 2019–20 (29%)
Position Number exits Number staff Reasons for leaving
Senior manager 1 4 1. Retirement
2. Other opportunities
Branch manager 2 6 1. Retirement
2. Other opportunities
Line manager 3 18 1. Lack of opportunity
2. Unhealthy work culture
3. Retirement
Sales force and customer service 25 80 1. Lack of opportunity
2. Lack of recognition
3. Unhealthy work culture
Mechanic 10 32 1. Better opportunities elsewhere
2. Lack of recognition
3. Unhealthy work culture
Demographics FY 2019–20
Position Number Number women Number Aboriginal or Torres Strait Islander
Senior manager 4 0 0
Branch manager 6 0 0
Line manager 12 2 0
Sales force and customer service 80 70 0
Mechanic 32 3 0
Staffing Information FY 2020-21
Role Sydney Melbourne Brisbane Perth Adelaide Canberra
Senior manager Current: 4
Required: 4
Exiting: 1 – – – – –
Branch manager Current: 1
Required: 1
Exiting: 0 Current: 1
Required: 1
Exiting: 0 Current: 1
Required: 1
Exiting: 1 Current: 1
Required: 1
Exiting: 0 Current: 1
Required: 1
Exiting: 0 Current: 1
Required: 1
Exiting: 1
Line manager
(service, sales) Current: 2
Required: 2
Exiting: 1 Current: 2
Required: 2
Exiting: 0 Current: 2
Required: 2
Exiting: 1 Current: 2
Required: 2
Exiting:1 Current: 2
Required: 2
Exiting: 0 Current: 2
Required: 2
Exiting: 0
Sales force Current: 10
Required: 15
Exiting: 3 Current: 9
Required: 15
Exiting: 3 Current: 9
Required: 15
Exiting: 2 Current: 9
Required: 13
Exiting: 3 Current: 9
Required: 13
Exiting: 3 Current: 9
Required: 13
Exiting: 3
Rental customer service (redundant) Current: 5
Required: 0
Exiting: 1 Current: 4
Required: 0
Exiting: 1 Current: 4
Required: 0
Exiting: 1 Current: 4
Required: 0
Exiting: 2 Current: 4
Required: 0
Exiting: 1 Current: 4
Required: 0
Exiting: 2
Mechanic Current: 7
Required: 8
Exiting: 2 Current: 5
Required: 6
Exiting: 2 Current: 5
Required: 6
Exiting: 1 Current: 5
Required: 6
Exiting: 2 Current: 5
Required: 6
Exiting: 1 Current: 5
Required: 6
Exiting: 2
Mechanic’s apprentice 0 1 1 1 0 0
Workforce requirements (historical data and projected data)
Sales force
The sales force is critical for achieving revenue targets. Revenue is closely correlated with average staff levels at each location (R2= 0.9782). Future staff requirements (x) have been calculated by substitution into the regression equation (y=0.3717x +0.2175)

Financial year Numbers of sales/customer service personnel Revenue
($ millions)
FY 2015–16 80 (5 locations) 32
FY 2016–17 85 (5 locations) 34
FY 2017–18 80 (5 locations) 32
FY 2018–19 80 36
FY 2019–20 78 29
FY 2020–21 84 required to support projected revenue across 6 locations 32*
FY 2021–22 90 required 35*
FY 2022–23 102 required 40*
*Projected sales
Mechanics
As the business expands, more mechanics will be needed to satisfy demand.
Financial year Numbers mechanics required
FY 2015–16 25
FY 2016–17 30
FY 2017–18 30
FY 2018–19 30
FY 2019–20 32
FY 2020–21 38*
FY 2021–22 42*
FY 2022–23 45*
*Projected requirements
The business has red-flagged sourcing skilled mechanics with advanced IT and technical skills as a potential risk area for the business.
Operational Plan
JKL intends to implement operational plans to realise strategic objectives. Key aspects to operations include human resources and workforce planning, performance management, physical and financial resources and workflow.
Human resources
The organisation is currently using a HR business partner model with a human resources officer aligned to each of the three key business areas: sales, fleet rentals, and service.
JKL employees over 190 personnel in the following categories (see organisation chart).
The Managing Director reports to a Board of Directors and is based in the Sydney head office, along with the Operations Manager, HR Department and the Finance and Administration team. The HR Manager reports to the Operations Manager and heads up the HR centers of excellence that include recruitment, learning and development, and employee relations and services. At each of the state-based sites there is a branch office consisting of an office building, warehouse, service department and sales office. The HR officers (Business Partners) report to both the HR Manager at head office and their respective managers in the branches.
A summary of human resources at each location in FY 2019–20 appears below:
Sydney head office
Personnel:
? 30 full-time and casual sales and customer service people (10 sales consultants; 5 rental consultants; 5 mechanics; 3 apprentices, 3 HR officers; 3 administrative assistants
? accounts manager and 2 accountants
? senior management team (3) + 1 branch manager (operations manager, HR manager, finance and administration manager)
? CEO and managing directors.
Branches
Each branch employs the following personnel:
? 30 full-time and casual sales and customer service people (9 sales consultants; 4 rental consultants; 5 mechanics; 3 apprentices, 3 HR officers; 3 administrative assistants
? branch manager.
Office requirements
Sydney Head office
? size: 15,000 square metres (~70% space available for sales and rentals; ~25 available for servicing)
? large mezzanine office space (occupied by Senior Management Team)
? loading bay with large capacity.
Branches
? average size: 12,000 square metres (~70% space available for sales and rentals; ~25 available for servicing)
? large mezzanine open-plan office space with separate access (was previously rented out to a telemarketing company)
? loading bay with large capacity.
Operating capital requirements
JKL requires approximately $13 million in working capital to sustain the business and ensure it meets all opening and ongoing financial obligations.
Operational expenses
Wages, salaries $6,000,000
Consultancy fees $150,000
Communication expenses $120,000
Marketing $2,400,000
Premises expenses $3,000,000
Insurance $356,000
Depreciation and amortisation $540,000
Office supplies $180,000
Training $180,000
Total expenses $12,926,000
Insurance requirements
JKL will have to incur costs for business liability insurance. The estimated cost for this requirement is $356,000 per year.
Operational workflow
Sales
1. Negotiate with suppliers.
2. Receive and warehouse products.
3. Provide service and information to customers.
4. Receive payment.
5. Arrange delivery of items (if required).
Rentals
1. Conduct market research to determine needs.
2. Negotiate with suppliers.
3. Receive and warehouse rental products.
4. Provide service and information to rental customers.
5. Receive payment.
6. Arrange delivery of items (if required).
Service
1. Conduct market research to determine needs.
2. Negotiate with suppliers.
3. Receive and warehouse service supplies.
4. Provide service and information to service customers.
5. Receive payment.
JKL accepts cash, EFTPOS and major credit cards. Credit terms are available for trades.
Operating hours
JKL operates Monday to Friday from 9 am to 5 pm. JKL will be operational year round except federal and state holidays (as they apply to each branch).
JKL risk management action plan
Risk Risk likelihood Risk impact Controls Monitoring Timelines Responsible
JKL fails to meet revenue goals M H Tightly plan and manage skills and capability Scorecard results
Financial statements Monthly and quarterly reporting Managers at each level
JKL fails to expand market share M H Manage performance and adherence to organisational values
Regular training Revenue figures
Customer Monthly and quarterly reporting Managers at each level
JKL fails to recruit and retain staff in areas of critical need (management, salesforce, mechanics)
M H Manage performance and adherence to organisational values
Take steps to become an Employer of Choice (steps TBD)
Plan strategic approach to workforce and staffing for three years in alignment with organisational goals
Consult to complete shorter term (yearly staffing plans in business partnership with relevant managers in alignment with workforce strategic planning) HRMS statistics:
? training numbers
? recruitment figures
? turnover
Internal climate survey results Monthly and quarterly reporting Managers at each level
JKL fails to comply with legislative requirements L H Manage performance and adherence to organisational values
Regular review of legislative environment and relevant policies HRMS statistics:
? demographics
Audit results
Internal climate survey results Monthly and quarterly reporting Managers at each level
Individual staff and contractors
Appendix 2 – Policies and Procedures
Risk management strategy and plan
Introduction
JKL recognises that risk management is an essential component of good management practice and is committed to the proactive management of risks across the organisation. The strategy is designed to:
? identify, evaluate, control and manage risks, including environmental risks
? ensure potential threats and opportunities are identified and managed
? inform store management, partners and staff members about their roles, responsibilities and reporting procedures with regards to risk management
? ensure risk management is an integral part of planning at all levels of the organisation.
Guiding principles
JKL is committed to achieving its vision, business objectives and quality objectives. This will be achieved through the proactive management of risk at all levels of the organisation. JKL acknowledges that embracing innovative ideas and practices carries with it risks, but that these are identifiable and measurable and therefore capable of being subject to realistic risk mitigation processes.
Responsibility and authority
Store managers/partners have responsibility for ensuring that risk management is in place.
Managers/partners have the responsibility of reviewing the Risk Action Plan (outlined in the table at the end of this document) on a monthly basis.
Staff support and implement policies approved by the partners.
Key risk indicators will be identified, closely monitored and action taken where necessary, by all employees of JKL.
Risk management framework
This framework encompasses a number of elements that together facilitate an effective and efficient operation, enabling JKL to respond to a variety of operational, financial, commercial and strategic risks. These elements include:
? Policies and procedures: A series of policies underpin the internal control process.
? Reporting: Decisions to rectify problems are made at regular meetings of the partners and management.
? Business planning and budgeting: The business planning and budgeting process is used to set objectives, agree on action plans and allocate resources. Progress towards meeting business plan objectives is monitored regularly by the partners. Contingency planning is undertaken as required.
? Risk management review: The partners are required to report monthly.
? External audit: The final audit of financial statements is controlled by an external chartered accountant who provides feedback to the partners.
Definitions
Risks are identified on a scale of likelihood of occurring in the next 12 months and assigned an impact or consequence of the risk as high, medium or low. High includes either a significant shortfall of around 40% in achieving budget or a significant reduction in ability to function in such a way as to achieve company goals. Medium includes either a shortfall of budget of between 10% and 20% or some reduction in function, and low indicates minor reductions in achieving budget or minimal reduction in performance.
JKL policies and procedures
JKL has a number of policies and procedures to support its core values and to ensure compliance with legislative requirements.
Code of conduct
JKL Industries acknowledges its role as a responsible corporate citizen. JKL’s success will result not simply from satisfying specific equipment needs for a quality product at reasonable prices, but from conducting its business with integrity and in accordance with the core values of the organisation.
Employees and officers of JKL are expected to:
? respect and support the core values of the organisation:
? performance excellence
? value for investors, customers and employees
? personal and professional development
? diversity
? sustainability
? respect others and treat others (colleagues, managers, reports, clients, customers and organisational stakeholders) with fairness
? act in accordance with relevant legislation, standards and industry codes of practice
? act honestly to protect the reputation of JKL; avoid the fact or appearance of conflict of interest
? protect the privacy of others in accordance with organisational privacy and recordkeeping policies.
Legislative requirements
It is company policy to comply in all respects with local, state/territory, and federal government legislation. The relevant legislation that needs to be complied with includes:
? Competition and Consumer Act 2010
? Disability Discrimination Act 1992
? Workplace Gender Equality Act 2012 (Cwth)
? Fair Work Act 2009
? Freedom of Information Act 1982
? Privacy Act 1988
? Racial Discrimination Act 1975
? Safety, Rehabilitation and Compensation Act 1988
? Sex Discrimination Act 1984
? state and territory health and safety legislation.
JKL’s policy of compliance with legislation requires each employee to understand the legislation relevant to their position.
Managers and employees of JKL are expected to conduct their operations in a manner consistent with all relevant legislation.
Relevant legislation is available for reference through senior management, HR or via access to the internet. State legislation and summary notes are accessed on state government websites.
A guide to accessing federal and state legislation, court decisions, key national and state bodies and research tools is available at:
? Parliament of Australia, ‘Key internet links on Australian law’, viewed March 2014, http://www.aph.gov.au/About_Parliament/Parliamentary_Departments/
Parliamentary_Library/Browse_by_Topic/Auslaw .
Health, safety and rehabilitation policy
The purpose of this policy is to state the organisation’s commitment to reducing and managing health and safety risks, and delivering workers’ compensation and rehabilitation and first aid training.
This policy applies to all officers, employees and contractors of JKL.
Applicable legislation includes:
? Safety, Rehabilitation and Compensation Act 1988 (Cwlth)
? Work Health and Safety Act 2011 (NSW)
? state health and safety Acts that apply to each branch (check your state’s legislation)
? Workers’ Compensation Act 1987 (NSW)
? Workplace Injury Management and Workers’ Compensation Act 1988 (NSW).
The JKL health, safety and rehabilitation policy are displayed in all work locations. JKL’s commitment to the work health and safety is further detailed as part of the JKL Work Health and Safety Management Standards.
Workplace harassment, victimisation and bullying policy
The purpose of this policy is to underscore the organisation’s commitment to the elimination of all forms of bullying and harassment in the workplace. All employees have the right to conduct their work within a fair, supportive, high-performance environment.
Harassment, victimisation and bullying in the workplace are illegal and such actions are not tolerated by JKL.
Staff members found to be harassing or bullying other members of staff or customers will face disciplinary action ranging from counselling and performance management to summary dismissal.
This policy applies to all officers, employees and contractors of JKL.
Relevant legislation may include, but is not limited to:
? Disability Discrimination Act 1992
? Workplace Gender Equality Act 2012 (Cwth)
? Racial Discrimination Act 1975
? Sex Discrimination Act 1984
? Anti-Discrimination Act 1977 (NSW).
Anti-discrimination and equal opportunity policy
The purpose of this policy is to underscore the organisation’s commitment to the fair treatment of all personnel and customers.
JKL Industries values the diversity of its team, clients and communities and respects the rights of individuals and groups to operate in an environment free of discrimination.
Access and equity (diversity and anti-discrimination) is fundamental to the operations of JKL. It is embedded in policies, practices and forward planning.
JKL recognises the importance of diversity in achieving our vision.
JKL understands the business environment and actively assists customers to reach their optimum potential. Our primary objective is to be solution-oriented and focused on customer needs. JKL recognises that valuing diversity is pivotal to achieving its vision.
A welcoming, supportive environment will be provided leading to positive learning and employment, and individuals having the opportunity to reach their optimum potential.
At JKL, anyone engaged in employment or the provision or receipt of training and/or services has the right to operate in an environment that is free from discrimination on the grounds of:
age; breastfeeding; disability; industrial activity; lawful sexual activity; marital status; physical features; political belief or activity; pregnancy; race; religious belief or activity; sex; gender identity; sexual orientation; parental or carer status; employment activity; or personal association with any individuals with these characteristics.
Procedures are in place for handling any grievances including complaints of discrimination, unfair treatment or harassment. Complaints will be taken seriously and every effort will be made to resolve them quickly, impartially, empathically and with appropriate confidentiality. Victimisation of complainant/s and witness/es is illegal. Complaints may also be lodged with a relevant government agency or regulatory body.
This policy applies to all officers, employees and contractors of JKL.
Relevant legislation may include, but is not limited to:
? Disability Discrimination Act 1992
? Workplace Gender Equality Act 2012 (Cwth)
? Racial Discrimination Act 1975
? Sex Discrimination Act 1984
? Anti-Discrimination Act 1977 (NSW).
JKL is committed to upholding affirmative action, equal opportunity and anti-discrimination legislation. This legislation is detailed at:
? ‘Legislation’, Australian Human Rights and Equal Opportunities Commission, viewed March 2014, http://www.humanrights.gov.au/our-work/legal/
legislation .
Privacy Policy
The purpose of this policy is to outline JKL’s commitment to protecting the right to privacy of both employees and customers.
Customer information is treated under the following rules.
Collection Organisations must ensure that individuals are aware their personal information is being collected, why, who it might be passed on to and that they can ask the organisation what personal information it holds about them.
Use Personal information may not be collected unless it is necessary for an organisation’s activities and must only be used for the purpose it was collected.
Data
quality Organisations must take steps to ensure that the personal information they collect is accurate, complete and up-to-date.
Data
security An organisation must take reasonable steps to protect the personal information it holds from misuse and loss and from unauthorised access, modification or disclosure.
Openness An organisation must have a policy document outlining its information handling practices and make this available to anyone who asks.
Access and correction Generally, an organisation must give an individual access to personal information it holds about the individual on request.
Identifiers Generally, an organisation must not adopt, use or disclose an identifier that has been assigned by a Commonwealth government agency.
Anonymity Organisations must give people the option to interact anonymously whenever it is lawful and practicable to do so
Transborder
data flows An organisation can only transfer personal information to a recipient in a foreign country in circumstances where the information will have appropriate protection.
Sensitive information Sensitive information (such as about someone’s health, political opinions or sexual preference), may only be collected with the consent of the individual (unless a public interest exception applies).
JKL takes care to respect employees to privacy and fully complies with our obligations under relevant legislation. Employee records are exempt from the Privacy Act. Records include:
? employee records and personnel files
? referee reports
? workplace surveillance and monitoring.
Although such records are exempt from the Privacy Act, JKL commits to protecting the privacy of employees through:
? providing access to own records where available or practicable for correction
? undertaking not to pass on data to others or external parties except for the strict purposes of undertaking JKL business or without express permission.
This policy applies to all officers, employees and contractors of JKL.
Relevant legislation may include, but is not limited to:
? Privacy Act 1988
? Privacy Amendment (Private Sector) Act 2000.
Recordkeeping Policy
The purpose of this policy is to outline the organisation’s approach to recordkeeping.
At JKL, records management systems are based on developing and implementing recordkeeping policies, procedures, and practices to meet the operational needs of the organisation and that comply with externally imposed standards such as legislation.
Implementation strategies for recordkeeping systems include:
? ensuring the system to meets all of the operational and strategic needs of JKL
? documenting the system (see procedures)
? training personnel to create and store records
? setting standards for recordkeeping and monitoring the use of systems
? ensuring all legislative requirements are met, including for retention periods.
JKL adheres to the Australian and international standard for recordkeeping, AS ISO 15489: 2002 Records Management.
This policy applies to all officers, employees and contractors of JKL.
Relevant legislation may include, but is not limited to:
? Privacy Act 1988
? anti-discrimination legislation.
Recordkeeping procedures
File management
Create a personal subfolder within the server (using your name as the subfolder name) to hold your day-to-day working files.
Do not store company data on your C: drive (i.e. do not save work only to your computer, rather than to the network) unless absolutely necessary. Company data should be stored in the appropriate server drive. Unlike the servers which are backed up automatically, data on your own computer is not backed up and your work may be lost if you experience a system crash.
If you use a laptop and require access to files offsite, you will be set up with remote access to server files away from the office.
When documents are completed, they should be saved to the appropriate ‘completed work’ folder in your department.
To ensure privacy, all employee records and information gathered from employees must only be used for the stated purpose of collection and must be kept on a secure HRMS server.
Filenames
Filename should include authors last name, title of report (or abbreviated title of report), and date of submission.
Back-ups
Back-up copies of all electronic files on the server are made twice weekly.
If you spend an extended time away from the office network using a laptop, it is your responsibility to ensure local copies of company files are backed up.
Vocational education and training, apprenticeships and traineeships policy
The purpose of this policy is to underscore JKL’s commitment to developing workforce capability and developing its people.
JKL is committed to providing young and new graduates in gaining employment in the industry. Apprentices and trainees are rostered on each shift with at least one vocationally competent person who supervises the apprentice/trainee’s work and performance of duties.
JKL directs all clients to the relevant guide to apprenticeships and traineeships and the relevant government websites.
? Australian Apprenticeships, viewed March 2014, http://www.australianapprenticeships.gov.au/ .
This policy applies to all officers, employees and contractors of JKL.
Performance management policy
The purpose of this policy is to underscore JKL’s commitment to monitoring performance, developing workforce capability and developing its people.
Performance reviews should be held twice yearly by managers. Performance should be monitored against agreed KPIs and feedback provided on a regular basis.
This policy applies to all officers, employees and contractors of JKL.
Relevant legislation may include, but is not limited to:
? Privacy Act 1988
? anti-discrimination legislation
? equal employment opportunity legislation.