Chapter 2 LabDo the two programming exercises listed below. You

Chapter 2 Lab
Do the two programming exercises listed below. You will
create a separate C++ program for each of the two exercises
using the following naming conventions:
yourlastname_Ch2lab.n.cpp where “n” is the exercise number.
1. Flash Drive Price - An electronics company makes 64
gigabyte USB flash drives that cost them $8.00 apiece to
produce. Write a program to determine how much the company
should sell them for if it wants to make a 35 percent profit.
Display the result on the screen. Output should look like
this:
2. Basketball Player Height –The star player of a high school
basketball team is 75 inches tall. Write a program to compute
and display the height in feet/inches form. Hint: Try using
the modulus and integer divide operations.
Your programs should conform to the Programming Style
Requirements as listed in Blackboard under Course Content. In
addition, all output should be labeled appropriately (Ex.
Number of slices are: nn). Turn in your 2 source (.cpp) files to
Blackboard (be sure to attach all files before pressing
SUBMIT).
Assignment 1: Individual Report – Developing an evidence
base for your recommendations. Weight: 30%
Length: Maximum of 1500 words (+/- 10%)

Executive Summary (not counted in word count)
You need to provide a summary of the following information in
PARAGRAPH format:
· Purpose of the report (e.g., analysis of two aspects of
management that might be implicated in the uptake of a product
currently being developed at REIDS-SPORE)
· Identify the two management theories and sub-theories, e.g.
Ethics, CSR, HRM matters, Leadership, you use to analyse
product uptake at client firms. Provide a brief
justification/rationale of what advantages these frameworks
offer.
· Say -- in your own words – the importance of getting the
management systems right when adopting a new energy
technology
Introduction (150 - 200 words)
An introduction is the overall ‘roadmap’ for the report
document. In this section, you are meant to provide the context
for the report’s topic. You are also meant to outline the topics
that will be covered in each subsequent section of the report.
Finally, you will articulate the main AIM of the report (what are
you trying to accomplish here). In other words, restate the
problem as a research question which this report will answer
Part 1 Macro, Meso & Micro Context of Singapore and your
chosen sector (350-450 words)
Topics to cover here include but are not limited to:

· Overview of Sinagpore’s energy needs and how hydrogen
might be used to address them (e.g., as described in white
papers issued by energy institutions, by industry peak bodies,
etc.)
· Overview of the sustainability challenge in Singapore towards
meeting those energy needs with a reducing carbon footprint
(e.g., to meet the Paris COP 2015 targets)
· Examples of what has been tried in your chosen sector
(whether successful or not), what is being planned for - this
may come from industry journals
· Remember to ground your analysis of the literature in this
section with management theory – feel free to use articles and
books from the reading list or the wider library holdings.
· Briefly introduce the REIDS-SPORE project and clearly state
your research question.
MGTS4547
Management in Practice
Assessment 2 Report Template
Singapore
Semester 2
2021
Part 2 – Identify and select models and theory that will help you
understand the implications of the management challenges

underpinning uptake of a REIDS-SPORE product in your chosen
sector (400-500 words).
· Describe the management challenges for client organisations
within your industry sector by discussing two of the following:
Ethics, CSR, HRM matters, Leadership. Indicative questions
you may consider answering are:
· What kind of leadershipand subsequent cultures need to be
formed when making the decision to pursue use of this energy
solution? Why and how?
· What HRM strategies need to be considered for the long-term
viability of HESC? Why and how?
· Are there environmental, social, political, financial, or
ethicalaspects to consider regarding internal and external
stakeholders? Why and How?
· How are CSRaspects going to be addressed both for REIDS-
SPORE and for clients that adopt its products??
· How could HRM be used, internally, to manage employee
uptake and support for this product?
· What overall alignment is required between your theories to
ensure they all say the same thing when communicating with
and motivating employees and the community to support the
development of this project as a hydrogen export facility?
Conclusion (150-200 words)
The conclusion is not simply a recapitulation of your report, it
is a statement of what you learned that you didn’t know before.
Think of the following sequence: in your own words, what was
the research ques
comment on your key take away points about how REIDS-

SPORE is developing useful (or not) products that can help
Singapore transition to a carbon neutral economy.
Recommendations – (350-450 words)
This section is for you to bring together your complex and
nuanced analysis of the management challenges that might
emerge when a sector starts using new energy projects such as
those being developed at REIDS-SPORE. Provide some
recommendations they need to take account of to address them.
In particular, discuss three or four applications for the product
you chose in the sector you identified. Imagine that you are
writing an argumentative position essay here to convince a
corporate board of directors of the course of action they
should take towards adopting a product being demonstrated at
the REIDS-SPORE site.
Note: If you add up the upper limit of the word count for each
section – and write to that upper limit - you will exceed the
word count for this assignment. The range of words for each
section is indicative. You need to decide how to distribute the
percentage / weight of each section based on which theoretical
frameworks you use to conduct the analysis.
Dr Carol Bond
Melbourne
BUSM4546 – Management in Practice
Environmental Analysis – Topic Two
Week 3

RMIT Classification: Trusted
1
Level 1 Strategy
The fundamentals of strategy
3
Industry analysis
Opportunities and threats are external—they are out there in the
market, happening whether you like it or not. You can’t change
them.
Suppliers
Competitors
Prices
4
Roles of organisational capabilities
Strengths and weaknesses are internal to the company

Reputation
Patents
Location
Capacity
5
What are the organisation’s resources?
Financial
debt, equity, retained earnings
Physical
machines, manufacturing facilities, and buildings
Human
experience, knowledge, judgment, risk taking propensity, and
wisdom of individuals associated with a firm
Organizational assets
history, relationships, trust, and organizational culture that are
attributes of groups of individuals associated with a firm, along
with a firm's formal reporting structure, explicit management
control systems, and compensation policies
6
What are the organisation’s competencies?
Do a firm's resources and capabilities add value by enabling it
to exploit opportunities and/or neutralise threats?
Have changes in customer tastes, industry structure, or
technology can rendered the firms assets less valuable for the

future?
Do the firm's resources and capabilities continue to add value,
despite changes in the competitive environment?
Strengths / Importance Matrix
8
Porter’s 5 forces
9
McKinsey’s 7s

10
PESTEL Analysis
11
Level 2 Strategy
Contemporary strategic tools
Porter’s Value chain
Value Created and Captured – Cost of Creating that Value =
Margin
13
Value Net

14
15
VUCA & the Agile organisation
16
VUCA matrix
17
Assignment 1 – applying theory
An external and internal analysis of the firm
Use analytical tools + other sources (e.g. your previous courses)
Analyse and conclude: What’s causing the challenge? Why and
How?
Write a business report

References
Please see the recommended readings in Canvas for the relevant
articles on which this slide pack has been based.
19
Ethics & CSR
Week 7 – Management in Practice
Dr Carol Bond
1
Ethics
2
Definition & Theory - Ethics
What is Ethics?

Is a derivative of the Greek word ethos, meaning customs,
conduct, or character
Moral rules and principles that govern people’s behaviour and
how they respond in a given situation
Focuses on the virtuousness of individuals and their motives
Is concerned with the kinds of values and morals an individual
or society ascribes as desirable or appropriate
3
3
Practical Ethical Theory
Kohlberg’s Stages of Moral Development
4
4
Level 1. Pre-conventional Morality
Stage 1: Obedience and Punishment
Rules are fixed and handed down by authority
Stage 2: Individualism and Exchange
An action is right if it serves the individual

Level 2. Conventional Morality
Stage 3: Interpersonal Accord and Conformity
Conforming to the expectations of others
Stage 4: Maintaining the Social Order
Moral decisions show concern for society as a whole
5
5
Level 3. Post-conventional Morality
Stage 5: Social Contract and Individual Rights
Moral decisions based on what a good society should be
like
Stage 6: Universal Principles
Moral decisions based on internalized universal principles
of justice that apply to everyone
6
6
Feminist Critique of Kohlberg:
Modern theories assume:

The more separated the self is, the more ethical the self
becomes—independence of ethical action.
Values are universal, independent of situation and condition.
Knowledge is abstract, rational, impartial: a reflection of
reality.
Feminists differ:
The more connected the self is to others, the better the self
becomes.
The more concrete, particular, contextual the more accurate the
knowledge.
What is your underlying ethical outlook?
Situation 1: You are an older partner in the management team
in a company.
Situation 2: Meiying decides to go to the University of
Queensland to do a Master of Business in order to follow her
high school boyfriend of two years, Pei.
Situation 3: The public guardian has just been granted
healthcare decision making power for Ms. Long, a 78 year-old
woman who is terminally ill.
8
What does it have to do with Leadership?
9
Leadership ethics is concerned with
Who leaders are
-> leaders’ virtuousness

What leaders do
-> leaders’ behavior
-> Decision-making
9
Ethical Theories
Two Broad Domains: Theories about leaders’ conduct and about
leaders’ character
10
10
Ethical Theories
11
Ethical theories based on self-interest vs. interest for others
11
Ethical Theories: Conduct-focused

Ethical egoism (create greatest good for the leader)
Closely related to transactional leadership theories
Example: leader takes a political stand on an issue for no other
reason than to get re-elected
Utilitarianism (create greatest good for greatest number)
Example: leader distributes scarce resources so as to maximize
benefit to everyone, while hurting the fewest; preventive health
care vs. catastrophic illnesses
Altruism (show concern for best interests of others)
Authentic transformational leadership is based on altruistic
principles
Example: the work of Mother Teresa, who gave her entire life to
help the poor
12
Teleological Theories: focus on consequences of actions, results
12
Ethical Theories: Conduct-focused
Duty driven
for example, relates not only to consequences but also to
whether action itself is good
Focus on the actions of the leader and his/her moral obligation
and responsibilities to do the right thing
Example: telling the truth, keeping promises, being fair
13
Deontological Theories

13
Ethical Theories: Character-focused
Focus on who leaders are as people
Rather than tell people what to do, tell people what to be
Help people become more virtuous through training and
development
Virtues are present within person’s disposition; practice makes
good values habitual
Examples: courage, honesty, fairness, justice, integrity,
humility
14
Virtue-based Theories: about leader’s character
14
Ethical Theories: Environment-focused
Focus on alternative perspectives
Allows for moral pluralism
Not an alternative to utilitarianism or deontological ethical
systems
Agreement on universal principles can lead to different
interpretations
Stands in opposition to absolutism
Examples: foreign trade, cultural expectations of ways to
conduct business, choosing the firms with which to do business
on the basis of religion or gender

15
Relativist Theories: about context of leadership
15
Ethics in the workplace
An ethical dilemma arises when action must be taken but there
is no clear ‘ethically right’ option.
Cause stress until they are resolved.
The burden is on the individual to make good choices.
Managers and workers face a real test when they encounter a
situation that challenges their ethical beliefs and standards.
Often ambiguous and unexpected, these ‘ethical dilemmas’ are
part of the challenge of modern society.
An ethical dilemma is a situation that offers potential benefit
or gain but is also unethical.
An ethical dilemma occurs when our own behaviour, or the
behaviour we witness from others, conflicts with our values and
beliefs. Such dilemmas cause stress to us until they are
resolved. This is often a situation in which action must be taken
but for which there is no clear consensus on what is ‘right’ and
‘wrong’. The burden is on the individual to make good choices.
16
Ethical dilemmas
Sources of ethical dilemmas include:

discrimination
sexual harassment
conflicts of interest
customer confidence
organisational resources.
Ethical problems faced by managers
There are many potential sources of ethical dilemmas
including:
• discrimination — where a manager denies promotion or
appointment to a job candidate because of the candidate’s race,
religion, gender, age or other criterion not relevant to the job
• sexual harassment — where a manager makes a co-worker feel
uncomfortable because of inappropriate comments or actions
regarding sexuality; or where a manager requests sexual favours
in return for favourable job treatment
• conflicts of interest — where a manager takes a bribe or
kickback or extraordinary gift in return for making a decision
favourable to the gift giver
• customer confidence — where a manager has privileged
information regarding the activities of a customer and shares
that information with another party
• organisational resources — where a manager uses official
stationery or a company email account to communicate personal
opinions or requests to community organisations.
17
Rationalisations for unethical behaviour
Four common rationalisations that are used to justify
misconduct:
Convince yourself that the behaviour is not really illegal.
Convince yourself that the behaviour is really in everyone’s
best interests.

Convince yourself that nobody will ever find out what you’ve
done.
Convince yourself that the organisation will ‘protect’ you.
When in doubt about taking an action, don’t do it.
Rationalisations for unethical behaviour
Why might otherwise reasonable people act unethically?
There are at least four common rationalisations that are used to
justify misconduct in these and other ethical dilemmas.
1. Convince yourself that the behaviour is not really illegal.
2. Convince yourself that the behaviour is really in everyone’s
best interests.
3. Convince yourself that nobody will ever find out what you’ve
done.
4. Convince yourself that the organisation will ‘protect’ you.
After doing something that might be considered unethical, a
rationaliser says, ‘It’s not really illegal’.
When in doubt about a decision to be made or an action to be
taken, don’t do it.
18
Factors influencing ethical behaviour
Factors influencing ethical behaviour
In practice, people are often challenged to choose ethical
courses of action in situations where the pressures may be
contradictory and great. Increased awareness of the factors
influencing ethical behaviour can help you deal with them better
in the future.
19

Factors influencing ethical behaviour:
the person — family influences, religious values, personal
standards and personal needs
the organisation — formal policy statements and written rules
establish an ethical climate
the environment — government laws and regulations, and social
norms and values.
Factors influencing ethical behaviour:
THE PERSON
Family influences, religious values, personal standards and
personal needs, financial and otherwise, will help determine a
person’s ethical conduct in any given circumstance.
Managers who operate within strong ethical frameworks
(personal rules or strategies for ethical decision making) will be
more consistent and confident since choices are made against a
stable set of ethical standards.
THE ORGANISATION
Formal policy statements and written rules are also very
important in establishing an ethical climate for the organisation
as a whole. They support and reinforce the organisational
culture, which can have a strong influence on members’ ethical
behaviour.
THE ENVIRONMENT
Organisations operate in external environments composed of
competitors, government laws and regulations, and social norms
and values, among other influences. Laws interpret social
values to define appropriate behaviours for organisations and
their members; regulations help governments monitor these
behaviours and keep them within acceptable standards.
20

5Maintaining high ethical standards
Ethics training seeks to help people understand the ethical
aspects of decision making, and incorporate high ethical
standards into their daily behaviour.
Many ethical dilemmas arise as a result of the time pressures of
decisions. Ethics training is designed to help people deal with
ethical issues under pressure.
Maintaining high ethical standards
Ethics training seeks to help people understand the ethical
aspects of decision making and to incorporate high ethical
standards into their daily behaviour.
Ethics training, in the form of structured programs to help
participants understand the ethical aspects of decision making,
is designed to help people incorporate high ethical standards
into their daily behaviour. Many ethical dilemmas arise as a
result of the time pressures of decisions. Ethics training is
designed to help people deal with ethical issues while under
pressure.
21
Checklist for making ethical decisions
Step 1. Recognise the ethical dilemma.
Step 2. Get the facts.
Step 3. Identify your options.
Step 4. Test each option: Is it legal? Is it right? Is it beneficial?
Step 5. Decide which option to follow.
Step 6. Double-check decision by asking follow-up questions.
Step 7. Take action.

Checklist for making ethical decisions:
Step 1. Recognise the ethical dilemma.
Step 2. Get the facts.
Step 3. Identify your options.
Step 4. Test each option: Is it legal? Is it right? Is it beneficial?
Step 5. Decide which option to follow.
Step 6. Double-check decision by asking follow-up questions:
‘How would I feel if my family found out about my decision?’
‘How would I feel about this if my decision were printed in the
local newspaper?’
Step 7. Take action.
22
CSR
Corporate Social Responsibility
Social responsibility
Organisational stakeholders:
are directly affected by the behaviour of the organisation and
hold a stake in its performance
may include government, competitors, shareholders, customers,
employees, civil society, suppliers, pressure groups and
regulators.
Corporate social responsibility
The obligation of an organisation to act in ways that serve its
own interests and the interests of its stakeholders.
Social responsibility
It is important to remember that all organisations exist in
complex relationships with elements in their external

environment.
An important frame of reference is the field of organisational
stakeholders, those people, groups and other organisations
directly affected by the behaviour of the organisation and
holding a stake in its performance.
In this context, corporate social responsibility is defined as an
obligation of the organisation to act in ways that serve both its
own interests and the interests of its many external
stakeholders. The organisation’s stakeholders comprise
government, competitors, shareholders, customers, employees,
civil society, suppliers, pressure groups and regulators.
24
Stakeholder issues and practices
Leadership beliefs that guide socially responsible practices:
people do their best in healthy work environments
organisations perform best when located in healthy communities
organisations gain by treating the natural environment with
respect
organisations must be managed and led for long-term success
reputation must be protected for support.
Stakeholder issues and practices
Consumers, activist groups, not-for-profit organisations and
governments are increasingly vocal and influential in directing
organisations towards socially responsible practices.
Ultimately, organisational leadership is a critical influence on
behaviour by organisations and their members. The leadership
beliefs that guide socially responsible organisational practices
have been described as follows:
• people — belief that people do their best in healthy work
environments with a balance of work and family life
• communities — belief that organisations perform best when
located in healthy communities

• natural environment — belief that organisations gain by
treating the natural environment with respect
• long term — belief that organisations must be managed and
led for long-term success
• reputation — belief that the organisation’s reputation must be
protected to ensure consumer and stakeholder support.
25
Perspectives on social responsibility
The classical view holds that management’s only responsibility
in running a business is to maximise profits.
The socioeconomic view holds that management of any
organisation must be concerned for the broader social welfare
and not just for corporate profits.
Perspectives on social responsibility
In academic and public-policy circles, two contrasting views of
corporate social responsibility have stimulated debate.
The classical view holds that management’s only responsibility
in running a business is to maximise profits. In other words —
the business of business is business and the main concern of
management should always be to maximise shareholder value.
The arguments against corporate social responsibility include
fears that the pursuit of this goal will reduce business profits,
raise business costs, dilute business purpose, give business too
much social power, and do so without business accountability to
the public.
In contrast, the socioeconomic view holds that management of
any organisation must be concerned for the broader social
welfare and not just for corporate profits.
Among the arguments in favour of corporate social
responsibility are that it will add long-term profits for
businesses, improve the public image of businesses, and help
them to avoid more government regulation. Businesses have the

resources and ethical obligation to act responsibly.
26
Evaluating social performance
A social audit is a systematic assessment of an organisation’s
accomplishments in areas of social responsibility.
Is the organisation’s:
economic responsibility met? Is it profitable?
legal responsibility met? Does it obey the law?
ethical responsibility met? Is it doing the ‘right’ things?
discretionary responsibility met? Does it contribute to the
community?
Evaluating social performance
At the organisational level, a social audit can be used at regular
intervals to report on and systematically assess an
organisation’s resource commitments and accomplishments in
these and other areas. You might think of social audits as
attempts to assess the social performance of organisations,
much as accounting audits assess their financial performance.
A formal assessment of corporate social performance might
include questions posed at these four levels:
• Is the organisation’s economic responsibility met? Is it
profitable?
• Is the organisation’s legal responsibility met? Does it obey the
law?
• Is the organisation’s ethical responsibility met? Is it doing the
‘right’ things?
• Is the organisation’s discretionary responsibility met? Does it
contribute to the broader community?
As you move up these levels, the assessment inquires into ever -
greater demonstrations of social performance. An organisation
is meeting its economic responsibility when it earns a profit
through the provision of goods and services desired by

customers. Legal responsibility is fulfilled when an organisation
operates within the law and according to the requirements of
various external regulations. An organisation meets its ethi cal
responsibility when its actions voluntarily conform not only to
legal expectations but also to the broader values and moral
expectations of society. The highest level of social performance
comes through the satisfaction of an organisation’s
discretionary responsibility. Here, the organisation voluntarily
moves beyond basic economic, legal and ethical expectations to
provide leadership in advancing the wellbeing of individuals,
communities and society as a whole.
27
Social responsibility strategies
Obstructionist strategy: avoids social responsibility, reflects
mainly economic priorities.
Defensive strategy: seeks to protect organisation by doing the
minimum legally required.
Accommodative strategy: accepts social responsibility; tries to
satisfy prevailing economic, legal and ethical performance
criteria.
Proactive strategy: meets all criteria of social responsibility,
including discretionary performance.
There are four strategies of corporate social responsibility:
An obstructionist strategy (‘fight the social demands’) reflects
mainly economic priorities — social demands lying outside the
organisation’s perceived self-interests are resisted. If the
organisation is criticised for wrongdoing, it can be expected to
deny the claims.
A defensive strategy (‘do the minimum legally required’) seeks
to protect the organisation by doing the minimum legally
necessary to satisfy expectations. Corporate behaviour at this

level conforms only to legal requirements, competitive market
pressure and perhaps activist voices.
Organisations pursuing an accommodative strategy (‘do the
minimum ethically required’) accept their social
responsibilities. They try to satisfy economic, legal and ethical
criteria. Corporate behaviour at this level is congruent with
society’s prevailing norms, values and expectations, but at
times it may be so only because of outside pressures.
Finally, the proactive strategy (‘take leadership in social
initiatives’) is designed to meet all the criteria of soci al
performance, including discretionary performance. Corporate
behaviour at this level takes preventive action to avoid adverse
social impacts from company activities, and it even anticipates
or takes the lead in identifying and responding to emerging
social issues. One strategy might be charitable contributions,
although cynics suggest that such philanthropic giving may be a
legitimisation tool.
28
29
Organisations and society
Governments often pass laws and establish regulating agencies
to control and direct the behaviour of organisations.
Managers must stay informed about new and pending laws as
well as existing ones.
Laws and regulations are usually in the form of minimum
standards which must be met in terms of occupational health
and safety (OHS), fair labour practices, environmental
protection and the like.

Organisations and society
How government influences organisations
Governments often pass laws and establish regulating agencies
to control and direct the behaviour of organisations. Many
themes already discussed as being key areas of social
responsibility are backed by major laws. Business executives
often complain many laws and regulations are overly
burdensome.
Managers must stay informed about new and pending laws as
well as existing ones.
Like most other developed countries, Australia and New
Zealand have many pieces of legislation specifically developed
to enforce social responsibility on businesses. These laws and
regulations are usually in the form of minimum standards which
must be met in terms of occupational health and safety (OHS),
fair labour practices, environmental protection and the like.
Consumer protection is another area in which the government
takes an active role in regulating business affairs. In Australia,
the Trade Practices Act 1974 aims to promote competition and
protect consumer interests.
30
Why managers make the difference
Trends demand that managerial decisions reflect ethical as well
as high-performance standards.
Decisions must always be made and problems solved with
ethical considerations standing side by side with high-
performance objectives.
It is the manager whose decisions affect ‘quality-of-life’
outcomes in the critical boundaries between people and
organisations and between organisations and their
environments.

Why managers make the difference
Trends in the evolution of social values point to ever -
increasing demands from governments and other organisational
stakeholders that managerial decisions reflect ethical as well as
high-performance standards.
Decisions must always be made and problems solved with
ethical considerations standing side by side with high-
performance objectives, be they individual, group or
organisational. Indeed, the point that profits and social
responsibility can go hand in hand is being confirmed in new
and creative ways.
As public demands grow for organisations to be accountable for
ethical and social performance as well as economic
performance, the manager stands once again in the middle. It is
the manager whose decisions affect ‘quality-of-life’ outcomes
in the critical boundaries between people and organisations and
between organisations and their environments.
31
Sustainability and organisations
One approach to the problem of building consensus in
organisations is the concept of shared value: the policies and
operating practices that enhance the competitiveness of a
company while simultaneously advancing the economic and
social conditions in the communities in which it operates.
Corporate governance
A major consideration in sustainability is how a company
governs itself. The scope of governance includes:

methods of decision making
the ways in which stakeholders are included in the process and
their interests represented
the transparent, ethical principles that are applied to all decision
making.
Scholarship on CSR
Management
Ethics
Psychology
Sociology
Finance and accounting
Sustainability
Public affairs
Communications
34
34
Pyramid of Social Responsibility
The Pyramid of Corporate Social Responsibility (Carroll 1991)
35

The Three-Domain Model of Corporate Social Responsibility
36
(Schwartz and Carroll 2003)
Current Issues in CSR
Reduce climate change emissions
Recycle and reduce use of plastic
Stop clearing forests
Sustainable fishing practice
Efficient, small-scale, organic agriculture production
Stop child labour
Provide fair work for indigenous people (ethnic groups)
Invest in renewable energy
37
Current trends in CSR

Alvin Toffler introduced the concept of waves of change in his
book The Third Wave.
The First Wave was the agricultural revolution.
The Second Wave was the Industrial Revolution.
The Third Wave marks growing concern for balance and
sustainability and is epitomised by a world view stressing the
connectedness of individuals, cooperation and value creation.
39
Reporting initiatives
Global Reporting Initiative
The UN Global Compact
World Business Council for
Sustainable Development
40
40
Overview of Standards
IFC Performance Standards

ADB Policy
Equator Principles
World Bank
41
Week 4: Working in Teams
Dr. Carol Bond
Management in Practice (Singapore)
1
Overview of today’s topics
Team Leadership Perspective
Team Leadership Model
Team Effectiveness
Leadership Decisions

Leadership Actions
How Does the Team Leadership Model Work?
2
Descriptions & Perspectives
Team
Group of organisational members who are interdependent, share
common goals, and coordinate activities to accomplish those
goals
Can meet face-to-face or be virtual
“Team-based and technology enabled” = newer organisational
structures such as virtual teams
3
Why are teams important?
3
Outcomes of Effective Teams
Greater productivity
More effective use of resources
Better decisions and problem solving
Better-quality products and services
Greater innovation and creativity (Parker, 1990)

4
How to create effective teams?
4
Organizational structure and culture need to support employee
involvement
Participation in DM vs. vertical DM
Collaborative work
Heterarchy: fluid power shifting in teams
https://www.youtube.com/watch?v=rjERHJUTLh4
5
Organizational Structure
Leadership
Organizational Culture
5
A really impressive demonstration of teamwork

Team Leadership
Team leadership is process-oriented
How do teams develop critical capabilities?
How do team leaders adjust to contingencies as they arise?
How do leader actions promote task and interpersonal
development?
Shared or Distributed Leadership
When members of the team take on leadership behaviors to
influence the team and maximize team effectiveness
7
7
Shared or Distributed Leadership
Willingness to act
While very important, does involve risk
Takes some courage for the member who steps forward to
provide leadership outside the formal role of team leader
Teams with shared leadership have less conflict, more trust, and
more cohesion than teams that do not have shared leadership
Shared leadership is very important for virtual teams
Especially when the task is complex
8
How can leaders and members share the leadership?

8
Model provides leader or designated team member with a mental
model to help
Diagnose team problems, and
Take appropriate action to correct team problems
Effective team performance begins with leader’s mental model
of the situation
Mental model reflects
Components of the problem
Environmental & organizational contingencies
9
9
The Hill Model for Team Leadership
10
Team maintenance
Task Accomplishment

10
11
What conditions do you think lead to
team effectiveness/excellence?
Team Effectiveness
12
1. Clear, Elevating Goal
Clear so that one can tell whether performance objective has
been met
Motivating or involving so that members believe it is
worthwhile and important
2. Results-Driven Structure
Need to find the best structure to achieve goals
Clear team member roles
Good communication system
Methods to assess individual performance
An emphasis on fact-based judgments

13
Team Effectiveness
3. Competent Team Members
Components
Right number and mix of members
Members must be provided
Sufficient information
Education and training
Requisite technical skills
Interpersonal & teamwork skills
Team Factors
Openness
Supportiveness
Action orientation
Positive personal style
14
Team Effectiveness
Core competencies:
Ability to do the job
Problem-solving ability
4. Unified Commitment
Teams need a carefully designed and developed sense of unity
or identification (team spirit)
5. Collaborative Climate
Trust based on openness, honesty, consistency, and respect

Integration of individual actions
Teams contribute to collective success by
Coordinating individual contributions
Team leaders making communication safe
Team leaders demanding and rewarding collaborative behavior
Team leaders guiding the team’s problem-solving efforts
Team leaders managing their own control needs
15
Team Effectiveness
15
6. Standards of Excellence
Regulated Performance
Facilitates task completion and coordinated action
Stimulates a positive pressure for members to perform at
highest levels
How Accomplished
Requiring results (clear expectations)
Reviewing results (feedback/resolve issues)
Rewarding results (acknowledge superior performance)
16
Team Effectiveness

16
7. External Support and Recognition
Teams supported by external resources are
Given the material resources needed to do their jobs
Training
Information
Recognized for team accomplishments
Rewarded by tying those rewards to team members’
performance, not individual achievement
17
Team Effectiveness
17
8. Principled Leadership
influences team effectiveness through four sets of processes
(Zaccaro et al., 2001)
Cognitive - Facilitates team’s understanding of problems
confronting them
Motivational - Helps team become cohesive & capable by
setting high performance standards & helping team to achieve
them
Affective - Assists team in handling stressful circumstances by
providing clear goals, assignments, & strategies

Integrative - Helps coordinate team’s activities through
matching member roles, clear performance strategies, feedback,
& adapting to environmental changes
18
Team Effectiveness
18
Leadership Decision 1:
Should I Monitor the Team or Take Action?
Should I intervene to meet task or relational needs?
Should I intervene internally or externally?
19
19
Leadership Decision 1: Should I Monitor the Team or Take
Action?

20
SOURCE: McGrath’s critical leadership functions as cited in
“Leading Groups in Organizations,” by J. R. Hackman and R. E.
Walton, 1986, in P. S. Goodman & Associates (Eds.), Designing
Effective Work Groups (p. 76). San Francisco: Jossey-Bass.
20
Leaders can
Diagnose, analyse, or forecast problems (monitoring) or take
immediate action to solve a problem
Focus on problems within the group (internal) or which
problems need intervention
Make choices about which solutions are the most appropriate
Effective leaders have the ability to determine what
interventions are needed, if any, to solve team problems
All members of the team can engage in monitoring
Leaders differ in timing of taking action
21
21

Leadership Decision 2: Should I intervene to meet task or
relational needs?
22
Task
Getting job done
Making decisions
Solving problems
Adapting to change
Making plans
Achieving goals
Maintenance Functions
Developing positive climate
Solving interpersonal problems
Satisfying members’ needs
Developing cohesion
22
Leadership Decision 3: Should I intervene internally or
externally?
23
Leader must
Determine what level of team process needs leadership
attention:
Use internal task or relational team dynamics, if

Conflict between group members
Team goals unclear
Use external environmental dynamics, if
Organization not providing proper support to team
Effective team leaders analyse and balance the internal and
external demands of the team and react appropriately.
23
Leadership Actions
Leadership Functions – performed internally or externally
24
Task
Goal focusing
Structuring for results
Facilitating decision making
Training
Maintaining standards
Relational
Coaching
Collaborating
Managing conflict
Building commitment
Satisfying needs
Modeling principles
Environmental
Networking
Advocating
Negotiating support

Buffering
Assessing
Sharing information
Internal Leadership Actions
External Leadership Actions
24
Leadership Actions
Set of skills or actions leader might perform to improve task
performance:
Goal focusing (clarifying, gaining agreement)
Structuring for results (planning, visioning, organizing,
clarifying roles, delegating)
Facilitating decision making (informing, controlling,
coordinating, mediating, synthesizing, issue focusing)
Training team members in task skills (educating, developing)
Maintaining standards of excellence (assessing team and
individual performance, confronting inadequate performance)
25
Internal Task Leadership Actions

25
Leadership Actions
Set of actions leader needs to implement to improve team
relationships:
Coaching team members in interpersonal skills
Collaborating (including, involving)
Managing conflict and power issues (avoiding confrontation,
questioning ideas)
Building commitment and esprit de corps (being optimistic,
innovating, envisioning, socializing, rewarding, recognizing)
Satisfying individual member needs (trusting, supporting,
advocating)
Modelling ethical and principled practices (fair, consistent,
normative)
26
Internal Relational Leadership Actions
Leadership Actions
Set of skills or behaviours leader needs to implement to
improve environmental interface with team:
Networking and forming alliances in environment (gather
information, increase influence)
Advocating and representing team to environment
Negotiating upward to secure necessary resources, support, and
recognition for team
Buffering team members from environmental distractions
Assessing environmental indicators of team’s effectiveness
(surveys, evaluations, performance indicators)
Sharing relevant environmental information with team
27
External Environmental Leadership Actions

27
How Does the Team Leadership Approach Work?
Model provides a cognitive map to identify group needs and
offers suggestions on appropriate corrective actions
Model assists leader in making sense of the complexity of
groups and provides suggested actions to improve group
effectiveness
28
Strengths
Focus on real-life organizational group work; model is useful
for teaching
Provides a cognitive guide that assists leaders in designing and
maintaining effective teams
Recognizes the changing role of leaders and followers in
organizations
Can be used as a tool in group leader selection
29

Criticisms
Model is incomplete. Additional skills might be needed
May not be practical as the model is complex and doesn’t
provide easy answers for difficult leader decisions
Fails to consider teams that have distributed leadership, where
team members have a range of skills, and where roles may
change
More focus required on how to teach and provide skill
development in areas of diagnosis and action taking
30
Application
31
The Hill Model for Team Leadership
31
Team maintenance
Task Accomplishment
Useful in leader decision making
Can be used as a team
diagnostic tool
Open Forum

Questions?
Comments?
Discussion?
32
32
Leadership –
3 models to consider
Dr Carol Bond (Melbourne)
Instructions
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1
Trait Approach: one of the first systematic attempts to study
leadership

“Great Man” Theories (early 1900s)
Focused on identifying innate qualities and characteristics
possessed by great social, political, & military leaders.
Great Person Theories
2
Trait: “a variety of individual attributes, including aspects of
personality, temperament, needs, motives, and values.”
Personality traits: “are relatively stable dispositions to behave
in a particular way; e.g. self-confidence and emotional
maturity” (p. 43)
Yukl, G. (2010). Leadership in organizations (7th Ed.), Pearson
2
24/08/2020
Historical Shifts in Trait Perspective
3
Trait approach
Leadership situation
Visionary & charismatic leadership
Early 20th century
Mid-20th century
Late 20th century

3
24/08/2020
Historical Shifts in Trait Perspective
4
4
24/08/2020
Major Leadership Traits
Traits to possess or cultivate if one seeks to be perceived by
others as a leader:
Intelligence – Verbal, perceptual, and reasoning capabilities
Self-Confidence – Certainty about one’s competencies and
skills
Determination – Desire to get the job done (i.e., initiative,
persistence, drive)
Integrity – The quality of honesty and trustworthiness
Sociability – Leader’s inclination to seek out pleasant social
relationships.
High energy
Flexibility
Stability
Sensitivity to others
5

5
24/08/2020
5-Factor Personality Model & Leadership
6
You may visit http://ipip.ori.org to complete a Big Five
Personality assessment.
Leadership
Extraversion
Extraversion: Surgency
Neuroticism: Adjustment
Emotionally stable (low n)
Openness:
To experience
(getting along with people; only weakly related to leadership)
Emotionally unstable (high n)
(includes traits related to achievement)
Responsible/
dependable
Irresponsible/
undependable
Conscientiousness:
Agreeableness:

6
24/08/2020
General and Task-related personality Traits
General personality traits
Task-related personality traits
7
Dubrin, A.J. & Dalglish, C. (2003). Leadership: An Australasian
Focus. Milton, Qld: John Wiley & Sons
Trustworthiness
Extroversion
Assertiveness
Emotional Stability
Enthusiasm
Sense of humour
Warmth
High tolerance of frustration
Self-confidence
7
24/08/2020

General and Task-related personality Traits
General personality traits
Task-related personality traits
8
Dubrin, A.J. & Dalglish, C. (2003). Leadership: An Australasian
Focus. Milton, Qld: John Wiley & Sons
Passion
Courage
Locus of control
Flexibility and adaptability
Emotional Intelligence
Self-awareness
Self-regulation
Motivation (joy of task and resiliency)
Empathy
Social skill
8
24/08/2020
Strengths of this model
Intuitively appealing
Perception that leaders are different in that they possess special
traits
People “need” to view leaders as gifted
Credibility due to a century of research support
Highlights leadership component in the leadership process
Focuses exclusively on leader
Deeper level understanding of how leader/personality is related

to leadership process
Provides benchmarks for what to look for in a leader
9
9
24/08/2020
Criticisms of this model
Fails to delimit a definitive list of leadership traits
Endless lists have emerged
The approach has failed to take situations into account.
Leaders in one situation may not be leaders in another situation
List of most important leadership traits is highly subjective
Much subjective experience & observations serve as basis for
identified leadership traits
The trait approach is weak in describing how leaders' traits
affect the outcomes of groups and teams in organizations (e.g.
productivity and employee satisfaction).
Not useful for training & development
10

10
24/08/2020
Skills approach to Leadership
11
Trait Approach
- Emphasis on characteristics
- Innate & largely fixed
Skills Approach
- Emphasis on skills and abilities that can be learned and
developed
Definition
Leadership skills-The ability to use one’s knowledge and
competencies to accomplish a set of goals and objectives
11
Comparing the two theories
Skills Approach Description
12TraitsSkillsAdaptable to situations
Alert to social environment
Ambitious and achievement-orientated
Assertive
Cooperative
Decisive
Dependable
Dominant (desire to influence others)

Energetic (high activity level)
Persistent
Self-confident
Tolerant of stress
Willing to assume responsibilityClever (intelligent)
Conceptually skilled
Creative
Diplomatic and tactful
Fluent in speaking
Knowledgeable about group task
Organised (administrative ability)
Persuasive
Socially skilled
Source: Stogdill, R. M. (1974). Handbook of leadership: A
survey of the literature. New York: Free Press
reviewed 163 trait studies conducted from 1949 to 1970
12
Three-Skill Approach (Katz, 1955)
13
Technical Skill
Human Skill (interpersonal skill)
Conceptual Skill
Leaders need all three skills— but relative importance changes
based on level of management

13
1. Technical Skills:
Having knowledge about and being proficient in a specific type
of work or activity.
Specialized competencies
Analytical ability
Use of appropriate tools and techniques
Technical skills involve hands-on ability with a product or
process
Most important at lower levels of management
14
14
2. Human Skill:
Having knowledge about and being able to work with people.
Being aware of one’s own perspective and others’ perspectives
at the same time

Assisting group members in working cooperatively to achieve
common goals
Creating an atmosphere of trust and empowerment of members
Important at all levels of the organization
15
15
3. Conceptual Skill:
The ability to see the organization as a whole.
The ability to do the mental work of shaping meaning of
organizational policy or issues (what company stands for and
where it’s going)
Works easily with abstraction and hypothetical notions
Central to creating and articulating a vision and strategic plan
for an organization
Most important at top management levels
16
16
17
Focus is primarily descriptive – it describes leadership from

skills perspective
Provides structure for understanding the nature of effective
leadership
Principal Research Perspectives
Katz (1955) suggests importance of particular leadership skills
varies depending where leaders reside in management hierarchy
Mumford, Campion, & Morgeson, (2007) suggest higher levels
of all skills needed at higher levels of hierarchy
Mumford, Zaccaro, Harding et al. (2000) suggest leadership
outcomes are direct result of leader’s skilled competency in
problem solving, social judgment, & knowledge
17
Strengths of the Skills Approach
18
First approach to conceptualize and create a structure of the
process of leadership around skills
Describing leadership in terms of skills makes leadership
available to everyone
Provides an expansive view of leadership that incorporates wide
variety of components (i.e., problem-solving skills, social
judgment skills)
Provides a structure consistent with leadership education
programs

18
Criticisms of the Skills Approach
19
Breadth of the skills approach appears to extend beyond the
boundaries of leadership, making it more general, less precise
Weak in predictive value; does not explain how skills l ead to
effective leadership performance
Not claimed to be a trait model: Skills model includes
individual attributes that are trait-like
May not be generalizable
19
Applying the Skills Approach
20
The Skills Approach provides a way to delineate the skills of a
leader
It is applicable to leaders at all levels within the organization
The skills inventory can provide insights into the individual’s
leadership competencies
Test scores allow leaders to learn about areas in which they may
wish to seek further training
20

Model of Transformational Leadership (Bass, 1985)
21
21
Transactional
Based on transaction between leader and follower in a way that
individualized needs of partners are provided.
e.g. Profit or efficiency or speed in exchange for money,
freedom, flexibility
bilateral relationship between leader and followers is traded
Can be reward (when labour supply is low) or penalty (when
labour supply is high)
Contingent: based on consent of followers
Alternative is management by exception (active-passive)
Active MBE supervise by continually identifying deviations +
errors
Passive MBE wait for mistakes and penalize under-performance
22
4 “I”s of Transformational Leadership
Factor 1: Idealized Influence
Acting as strong role models

High standards of moral and ethical conduct
Making others want to follow the leader’s vision
Factor 2: Inspirational Motivation
Communicating high expectations
Inspiring followers to commitment and engagement in shared
vision
Using symbols & emotional appeals to focus group members to
achieve more than self-interest
23
23
Factor 3: Intellectual Stimulation
Stimulating followers to be creative and innovative
Challenging their own beliefs and valuing those of leader and
organization
Supporting followers to try new approaches
Develop innovative ways of dealing with organization issues
24
24

Factor 4: Individualized Consideration
Listening carefully to the needs of followers
Acting as coaches to assist followers in becoming fully
actualized
Helping followers grow through personal challenges
Ex. Showing optimism helps employees become more engaged
in their work (Tims et al., 2011)
25
25
26
26
Four Leader Strategies in Transforming Organizations (Bennis
& Nanus, 1985)
Four common strategies used by leaders in transforming
organizations:
Clear vision of organization’s future state
TL’s social architect of organization
Create trust by making their position known and standing by it
Creatively deploy themselves through positive self-regard

27
27
Strengths of Transformational Leadership
Broadly researched. TL has been widely researched, including
a large body of qualitative research centring on promi nent
leaders and CEOs in major firms.
Intuitive appeal. People are attracted to TL because it makes
sense to them.
Process focused. TL treats leadership as a process occurring
between followers and leaders.
Expansive leadership view. TL provides a broader view of
leadership that augments other leadership models.
Emphasizes followers. TL emphasizes followers’ needs, values,
and morals.
Effectiveness. Evidence supports that TL is an effective form
of leadership.
28
28
Criticisms of Transformational Approach
Lacks conceptual clarity
Dimensions are not clearly delimited

Parameters of TL overlap with similar conceptualizations of
leadership
Measurement questioned
Validity of MLQ not fully established
Some transformational factors are not unique solely to the
transformational model
TL treats leadership more as a personality trait or
predisposition than a behaviour that can be taught
No causal link shown between transformational leaders and
changes in followers or organizations
TL is elitist and antidemocratic
Suffers from heroic leadership bias
Has the potential to be abused
29
29
Applications of Transformational Approach
Provides a general way of thinking about leadership that
stresses ideals, inspiration, innovations, and individual concerns
Can be taught to individuals at all levels of the organization
Able to positively impact a firm’s performance
May be used as a tool in recruitment, selection, promotion, and
training development
Can be used to improve team development, decision-making
groups, quality initiatives, and reorganizations
The MLQ and Sosik and Jung (2010) guide help leaders to
target areas of leadership improvement

30
30
Dr Carol Bond
Singapore
Change Management – Topic One
Instructions
To create em dash above headline
Same size and weight as the headline and set using a soft return.
PC: Em dash (—): Alt+Ctrl+ - (minus)
Mac: Em dash (—): Shift+Alt/Option+hyphen
1
Drivers of Change

Globalization
Technology
Innovation
Economy
Operating Environment
Social Factors
(New) leadership
Government Policy
2
Organisations
People
Project
Globalisation
Globalisation:
The worldwide interdependence of:
resource flows
product markets
business competition.

Globalisation.
The national boundaries of world business have largely
disappeared. More and more products are designed in one
country, their component parts are made in others and the
assembly of the final product takes place in still another
country.
Globalisation is the worldwide interdependence of resource
flows, product markets and business competition that
characterises our new economy.
Countries and peoples are increasingly interconnected through
the news, in travel and lifestyles, in labour markets and
employment patterns, and in business dealings.
3
Technology
Computers allow organisations of all types and sizes, locally
and internationally, to speed transactions and improve decision-
making.
In ‘virtual space’ people in remote locations can hold meetings,
access common databases, share information/files, make plans
and solve problems together, without having to meet face to
face.
Computer literacy must be mastered and continuously developed
as a foundation for career success.
Technology.
We now live in a technology-driven world increasingly
dominated by barcodes, automatic tellers, computerised

telemarketing campaigns, email, internet resources electronic
commerce and more.
making.
Technology is an indispensable part of everyday operations —
checking inventory, sales transactions, ordering supplies,
analysing customer preferences.
access common databases, share information and files, make
plans and solve problems together, all without having to meet
face to face.
The demand for knowledge workers with the skills to use
technology to full advantage is increasing. The shift to an
information-based economy is dramatically changing
employment. Computer literacy must be mastered and
continuously developed as a foundation for career success.
4
Ethics
Ethical and social responsibility issues involve all aspects of
organisations, the behaviour of their members and their i mpact
on society.
Expectations now include:
sustainable development, environmental protection
product safety and fair practices
protection of human rights
in the workplace: equal employment opportunities, equity of
compensation, privacy, job security, health and safety, and
freedom from sexual harassment.
Ethics:

Society is becoming strict in its expectation that social
institutions conduct their affairs according to high moral
standards. Organisations and their managers are under pressure
to undertake ethically and socially responsible conduct.
Expectations include; sustainable development and protection of
the natural environment, protection of consumers through
product safety and fair practices, and the protection of human
rights. Workplace concerns include equal employment
opportunities, equity of compensation and benefits, privacy, job
security, occupational health and safety and freedom from
sexual harassment.
Ethical and social responsibility issued involve all aspects of
organisations, the behaviour of their members and their impact
on society.
5
Forces and targets for change
Forces of organisational change include the global economy and
market competition, local economic conditions, government
laws and regulations, technological developments, market trends
and social forces.
The many targets for planned change include tasks, people,
culture, technology and structure.
The impetus for organisational change can arise from a variety
of external forces. These include the global economy and
and social forces, among others.
The many targets for planned change — tasks, people, culture,
technology and structure — are highly interrelated.

• Tasks — the nature of work as represented by organisational
mission, objectives and strategy, and the job designs for
individuals and groups
• People — the attitudes and competencies of the employees and
the human resource systems that support them
• Culture — the value system for the organisation as a whole
and the norms guiding individual and group behaviour
• Technology — the operations and information technology used
to support job designs, arrange workflows and integrate people
and machines in systems
• Structure — the configuration of the organisation as a
complex system, including its design features and lines of
authority and communications.
6
Planned and unplanned change
A performance gap is a discrepancy between the desired and
actual state of affairs.
Planned change is a direct response to a person’s perception of
a performance gap.
Unplanned changes occur spontaneously without the benefit of a
change agent’s attention; examples of unplanned changes could
include a strike, plant closure or interpersonal conflict.
a performance gap, or a discrepancy between the desired and
Performance gaps may represent problems to be resolved or
opportunities to be explored. In each case, managers as change
agents should be ever alert to performance gaps and take action
to initiate planned changes to deal with them.
But unplanned changes are important too. They occur
spontaneously or randomly and without the benefit of a change

agent’s attention. Unplanned changes may be disruptive, such as
a strike that results in a plant closure, or beneficial, such as an
interpersonal conflict that results in a new procedure on
interdepartmental relations.
7
What is change management?
8
Change management
Change management - Change management is the process, tools
and techniques to manage the people side of change to achieve
the required business outcome.
Change management incorporates the organizational tools that
can be utilized to help individuals make successful personal
transitions resulting in the adoption and realization of change.
Change management focuses on the people
impacted by the change.
9
Project management
Project management is the application of knowledge, skills,
tools and techniques to project activities to meet project

requirements.
Project management is accomplished through the application
and integration of the project management processes of
initiating, planning, executing, monitoring and controlling, and
closing.
Project management focuses on the tasks to achieve project
requirements.
10
Project Management
Change Management
Project management and change management support moving an
organization from a current state (how things are done today),
through a transition state to a desired future state (the new
processes, systems, organization structures or job roles defined
by the change)
11
Current
Transition
Future

Lewin’s Change Model
Phases of planned change:
Kurt Lewin, a noted psychologist, recommends that any
planned-change effort be viewed as a three-phase process.
Lewin’s three phases of planned change are:
unfreezing — preparing a system for change
changing — making actual changes in the system
refreezing — stabilising the system after change.
12
Phases of planned change
Unfreezing phase: a situation is prepared for change, and felt
needs for change are developed.
Changing phase: change is implemented. Managers initiate
changes in tasks, people, culture, technology and structure.
Refreezing phase: change is stabilised and conditions for its
long-term continuity are created.
Unfreezing
Planned change has little chance for long-term success unless
people are open to doing things differently. Unfreezing is the
stage in which a situation is prepared for change, and felt needs

for change are developed. It can be facilitated in several ways:
through environmental pressures for change, declining
performance, the recognition that problems or opportunities
exist, and through the observation of behavioural models that
display alternative approaches.
Conflict can be an important unfreezing force in organisations.
It often helps people break old habits and recognise alternative
ways of thinking about or doing things.
Changing
In the changing phase, something new takes place in a system,
and change is actually implemented. This is the point at which
managers initiate changes in such organisational targets as
tasks, people, culture, technology and structure. Ideally, all
change is done in response to a good diagnosis of a problem and
a careful examination of alternatives.
Refreezing
The final stage in the planned-change process is refreezing.
Here, the manager is concerned about stabilising the change and
creating the conditions for its long-term continuity. Refreezing
is accomplished by appropriate rewards for performance,
positive reinforcement and necessary resource support. It is also
important to evaluate results carefully, provide feedback to the
people involved, and make any required modifications in the
original change. When refreezing is done poorly, changes are
too easily forgotten or abandoned with the passage of time.
When it is done well, change can be more long-lasting.
13
Kotter’s Eight Steps of Change
https://www.kotterinc.com/8-steps-process-for-leading-change/

The eight steps in the model include:
1. Create a sense of urgency.
2. Create a core coalition.
3. Develop and form a strategic
vision.
4. Communicate and share vision
plans.
5. Empowering employees to act
on the vision.
6. Generate short-term wins.
7. Consolidate gains and produce
more change.
8. Initiate and set new changes.
14
Kotter emphasises personal connection
15
Change Management Framework
16
The Prosci® ADKAR® model

The Prosci® ADKAR® model, based on research of more than
2600 companies over 14 years, has five stages that represent the
five milestones an individual must achieve in order to change
successfully:
awareness of the need for change
desire to support the change
knowledge of how to change
ability to demonstrate new skills and behaviours
reinforcement to make the change stick.
17
Critical considerations For each of the
five Prosci® ADKAR® model stages
18
Prosci-ADKAR model of implementation (adapted from Steyn,
And Van der, 2013) https://www.researchgate.net/figure/Prosci -
ADKAR-model-of-implementation-adapted-from-Steyn-And-
Van-der-2013_fig1_286048486
The ADKAR model’s advantage is the relatively increased focus
of employee and project team member acceptance of change.

The process starts and ends with them as the forefront of
change, so this characteristic is extremely important in choosing
a CM model. The disadvantage of using this model is that since
it focuses primarily on the people side of the change, it is better
suited for project teams and environments, as opposed to
largescale organizations with complex processes.
19
Final Thoughts
Change will only be successful if communicated and accepted
by employees or project team members.
It is also critical that an organization or project team should be
able to manage CM effectively with appropriate support,
Next time … we will undertake an organisational analysis of our
Partner – Future Fuels CRC.
20
References
Galli, J (2018). Change Management Models: A Comparative
Analysis and Concerns, IEEE Engineering Management
Review, 6(3): 124- 132.
Project Management Institute (2017). A Guide to the Project
Management Body of Knowledge (PMBOK® Guide), 6e.
(ISBN-13: 978- 1628251845)
21

21
Dr Carol Bond
Melbourne
Change Management – Topic One
Week 2
1
Drivers of Change
Globalization
Technology
Innovation
Economy
Operating Environment
Social Factors
(New) leadership
Government Policy

2
Organisations
People
Project
Globalisation
Globalisation:
The worldwide interdependence of:
resource flows
product markets
business competition.
3
Technology
making.
access common databases, share information/files, make plans

and solve problems together, without having to meet face to
face.
Computer literacy must be mastered and continuously developed
as a foundation for career success.
4
Ethics
Ethical and social responsibility issues involve all aspects of
organisations, the behaviour of their members and their impact
on society.
Expectations now include:
sustainable development, environmental protection
product safety and fair practices
protection of human rights
in the workplace: equal employment opportunities, equity of
compensation, privacy, job security, health and safety, and
freedom from sexual harassment.
5
Forces of organisational change include the global economy and

and social forces.
The many targets for planned change include tasks, people,
culture, technology and structure.
6
Planned and unplanned change
A performance gap is a discrepancy between the desired and
a performance gap.
Unplanned changes occur spontaneously without the benefit of a
change agent’s attention; examples of unplanned changes could
include a strike, plant closure or interpersonal conflict.
7
What is change management?
8
Change management

Change management - Change management is the process, tools
and techniques to manage the people side of change to achieve
the required business outcome.
Change management incorporates the organizational tools that
can be utilized to help individuals make successful personal
transitions resulting in the adoption and realization of change.
Change management focuses on the people
impacted by the change.
9
Project management
Project management is the application of knowledge, skills,
tools and techniques to project activities to meet project
requirements.
Project management is accomplished through the application
and integration of the project management processes of
initiating, planning, executing, monitoring and controlling, and
closing.
Project management focuses on the tasks to achieve project
requirements.
10
Project Management
Change Management

11
Current
Transition
Future
Lewin’s Change Model
12
Phases of planned change
Unfreezing phase: a situation is prepared for change, and felt
needs for change are developed.
Changing phase: change is implemented. Managers initiate
changes in tasks, people, culture, technology and structure.
Refreezing phase: change is stabilised and conditions for its
long-term continuity are created.

13
Kotter’s Eight Steps of Change
https://www.kotterinc.com/8-steps-process-for-leading-change/
14
Kotter emphasises personal connection
15
Change Management Framework
16

The Prosci® ADKAR® model
The Prosci® ADKAR® model, based on research of more than
2600 companies over 14 years, has five stages that represent the
five milestones an individual must achieve in order to change
successfully:
awareness of the need for change
desire to support the change
knowledge of how to change
ability to demonstrate new skills and behaviours
reinforcement to make the change stick.
17
Critical considerations For each of the
five Prosci® ADKAR® model stages
18
Prosci-ADKAR model of implementation (adapted from Steyn,
And Van der, 2013) https://www.researchgate.net/figure/Prosci -
ADKAR-model-of-implementation-adapted-from-Steyn-And-
Van-der-2013_fig1_286048486

19
Final Thoughts
Change will only be successful if communicated and accepted
by employees or project team members.
It is also critical that an organization or project team should be
able to manage CM effectively with appropriate support,
Next time … we will undertake an organisational analysis of our
Partner – Future Fuels CRC.
20
References
Galli, J (2018). Change Management Models: A Comparative
Analysis and Concerns, IEEE Engineering Management
Review, 6(3): 124- 132.
Project Management Institute (2017). A Guide to the Project
Management Body of Knowledge (PMBOK® Guide), 6e.
(ISBN-13: 978- 1628251845)
21
21

Trust & Conflict
Dr Carol Bond
1
Today’s overview:
The role of trust in multi-stakeholder partnerships
The role of trust in employee well-being
The role of trust in CSR and SLO
What to do when trust is punctured by conflict
Role of ethics & leadership in maintaining & reclaiming trust
2
Trust is the relational glue of collaboration
Facilitates organisational cooperation & collaboration
Takes considerable time to develop
Bridges the divide between different languages, values,
cultures, and power imbalances
Promotes sharing information and communicating effectively
with competency and good intentions

3
To trust is to be human
Trust has both cognitive & affective foundations
Interpersonal trust dynamics change over time
Emotional incidents can perforate a relationship or partnership
characterised by trust
Breaches of trust can be mended
4
Multi-stakeholder Partnerships and Trust
Stakeholder engagement
Collaborative arrangements
CSR
Achieving strategic corporate goals
Enable systemic change
5
What are multi-stakeholder partnerships?
“Formalised arrangements in which organisations from diverse
sectors (public, private, nfp) commit to work together to
accomplish goals that they could not otherwise achieve on their

own.”
Diversity of partners
Sharing knowledge and complementary competencies
Aim for mutual benefit and win-win situations
6
Lack of trust can imperil multi-stakeholder partnerships
Increase in tensions
Negative episodes
Crises
Contested understanding of terms / goals
7
Challenge: build both cognitive & affective trust levels
Cognitive
Perceptions of an individual’s or team’s trustworthiness and
expectations of predictable, reliable behaviour
Affective
The emotions and feelings that people have for one another –
genuine care, concern, benevolence and good will.
8

Balance emotions during trust-critical ‘episodes’
People may conceal their emotions in the work environment, but
emotions drive behaviour
Negative emotions arise in response to:
interorganisational and interpersonal tensions
threats to identity
neglect of the other’s interests
Sloan P, Oliver D. Building Trust in Multi-stakeholder
Partnerships: Critical Emotional Incidents and Practices of
Engagement. Organization Studies. 2013;34(12):1835-1868.
doi:10.1177/0170840613495018
9
Employee trust in organisations
“The compatibility of an employee’s beliefs, values and
engagement with the organisation’s vision & strategic goals”
Trust leads to lower employee turnover
Higher perceived organisational support
Greater productivity and sense of responsibility towards the
organisation
10
The role of organisational leadership for employee trust

Employee engagement leads to organisational trust
An engaging and compelling vision for the organisation builds
trust through influence, motivation, intellectual stimulation and
employee well-being throughout a change process.
Leaders who encourage creativity and reward good ideas
emerging from employees enjoy higher levels of trust.
11
Transformational leadership & trust
Lalatendu Kesari Jena, Sajeet Pradhan, Nrusingh Prasad
Panigrahy, Pursuit of organisational trust: Role of employee
engagement, psychological well-being and transformational
leadership,Asia Pacific Management Review, Volume 23, Issue
3, 2018, Pages 227-234
12
Trust connects employees & organisations
Trust-worthy behaviour of leaders generates confidence and a
better work atmosphere
Rational outcome distribution contributes to psychological well -
being
Leaders perceived as ethical and trustworthy engender more
psychological and emotional engagement of employees

13
Community trust in organisations: CSR & SLO
14
What do communities want?
Improved economic prospects & social services
A company approach that demonstrates fairness & respect
A company or organisation that takes responsibility for any
negative impacts
Transparency
15
How does transparency affect trust?
Reinforces support from the community
Lowers demands and supports better long-term planning
Identifies issues early before they become problems
Counters rumours
Signals honesty, trust, and respect
Zandvliet, L., & Anderson, M. (2009). Getting it right : Making
corporate-community relations work. ProQuest Ebook

16
What happens when trust breaks down?
Information vacuums & rumours breed distrust
Organisational change can create conditions of uncertainty and
anxiety that erode or puncture trust
Factors in the operating environment for which the organisation
has not shared a plan
Accidents, a performance error, a catastrophic event can change
perception of an organisation
Promises that ‘we’ve got this’ make people feel unsafe
17
It takes a sincere effort …
It takes courage and openness to share that trust has been
violated
It takes humility to acknowledge that you have damaged
someone else’s trust
The person / organisation that violated trust, must sincerely
apologise and offer to make amends
Trust repair can only happen when both sides recognise the
violation and can then work on terms of relationship repair

Take responsibility
19
Steps to rebuild trust
First, figure out what happened
How fast or slowly did trust break down?
When did you find out about the trust violation?
Was there a single cause or a pattern?
Is there a perception of a conspiracy or betrayal?
Was the loss of trust mutual?
Is there an element of vindictiveness at play?
20
Steps to rebuild trust
How deep and broad is the breach in trust?
Own up to the breach and start the recovery process as soon as
possible
Identify as precisely as possible what you must accomplish i n
order to rebuild trust (e.g., reorganise work flows, departmental
structures, make lateral assignments)
List the changes you’ll make in organizational structure,
systems, people, and culture to achieve those outcomes

21
Summing it up …
Trust is a complicated and fragile commodity
Nobody and no corporation is perfect – breaches in trust can
and will occur
Trust between organisations, within organisations, and with the
wider community are all very valuable
Good leadership, CSR, Ethics and Transparency are all required
Galford, R and Drapeau, AS, The Enemies of Trust, Harvard
Business Review, February 2003 Issue.
22
Human Resources Management
Dr Carol Bond

1
Learning outcomes
+ Understand why people make the difference in
an organisation.
+ Define strategic human resource management.
+ Explain how organisations can attract a quality
workforce.
+ Explain how organisations can develop a quality
workforce.
+ Explain how organisations can maintain a
quality workforce.
2
The importance of people
An organisation must be well staffed with capable and
committed people in order to fully achieve its objectives.
Example testimonials: ‘People are our most important asset’ …
‘It’s our people who make the difference’.
Management practices associated with successful organisations
are employment security, decentralisation, use of teams, good
remuneration, extensive training and information sharing.
3
The diversity advantage
Diversity is linked with competitive advantage.
It brings an array of talents, perspectives, experiences and

world views to problem solving and strategy formulation.
Job-relevant talent is not restricted by anyone’s race, gender,
religion, marital or parental status, sexual orientation, ethnicity
or other diversity characteristics.
4
What is HRM?
Human resource management (HRM)
The process of attracting, developing and maintaining a quality
workforce to support the organisatio n’s mission, objectives and
strategies.
HRM relies on workers with relevant skills and enthusiasm.
The key task of HRM is to make these workers available.
5
The HRM process
The HRM process involves attracting, developing and
maintaining a quality workforce.
Attracting a quality workforce includes HR planning,
recruitment and selection.
Developing a quality workforce includes employee orientation,
training and development, and career planning.
Maintaining a quality workforce includes management of
employee retention and turnover, performance appraisal, and
remuneration and benefits.

6
Steps in strategic HR planning
7
Strategic HRM
Strategic HRM:
applies the HRM process to ensure the effective
accomplishment of the organisation’s mission
involves attracting, developing and maintaining a quality
workforce to implement organisational strategies.
HR planning analyses staffing needs and identifies actions to
fill those needs.
8
Strategic HRM
Managers must understand the jobs that need to be done.
Job analysis studies job requirements and facts that can
influence performance.
Job description details the duties and responsibilities of a job
holder.
Job specification lists the qualifications required of a job

holder.
9
Attracting a quality workforce – key to establishing good
culture
Recruitment is a set of activities designed to attract a qualified
pool of job applicants to an organisation.
Effective recruiting should bring employment opportunities to
the attention of people whose abilities and skills meet job
specifications.
The three steps in a typical recruitment process are advertising
a job vacancy, preliminary contact with potential job candidates
and initial screening to create a pool of qualified applicants.
10
Attracting a quality workforce
External recruitment
Job candidates are sought from outside the hiring organisation.
Brings in outsiders with fresh perspectives, and provides access
to specialised expertise or work experience not otherwise
available from insiders.
Internal recruitment
Seeks applicants from inside the organisation.
Usually less expensive, and builds loyalty and motivation.

11
Realistic job previews provide job candidates with all pertinent
information about a job and the organisation.
Instead of ‘selling’ only positive features of a job, this approach
tries to be realistic and balanced in the information provided,
depicting actual job and organisational features, both favourable
and unfavourable.
12
Steps in the selection process
13
Selection
Choosing from a pool of the best-qualified job applicants.
Reliability
The selection device measures consistently over repeated uses;
it returns the same results time after time.
Validity
The selection device has a demonstrated link with future job
performance; a good score really does predict good
performance.

14
Developing a quality workforce
Socialisation:
systematically changes the expectations, behaviour and attitudes
of new employees
begins with orientation.
Orientation familiarises new employees with jobs, co-workers
and organisational policies and services.
Training provides learning opportunities to acquire and improve
job-related skills.
15
Developing a quality workforce
On-the-job training takes place in the work setting while
someone is doing a job.
Coaching involves an experienced person offering performance
advice to a less-experienced person.
Mentoring assigns early-career employees as protégés to more
senior ones.
Modelling demonstrates through personal behaviour the job
performance expected of others.
E.g. How the behaviour of senior managers sets ethical
standards for other employees.
16

Developing a quality workforce – Leadership
Off-the-job training is accomplished outside the immediate
work setting.
Important form of off-the-job training is management
development.
Beginning managers: training that emphasises delegating.
Middle managers: training to understand multifunctional
viewpoints.
Top managers: training for decision making, negotiating skills
and expand awareness of corporate strategy.
17
Performance management systems
Performance management systems set standards, assess results
and plan for performance improvements.
Performance appraisal:
is the process of formally evaluating performance and providing
feedback to a job holder
serves two basic purposes in the maintenance of a quality
workforce: evaluation and development.
18
Performance appraisal methods
A graphic rating scale uses a checklist of traits or
characteristics to evaluate performance.
A behaviourally anchored rating scale (BARS) uses specific
descriptions of actual behaviours to rate various levels of

performance.
The critical-incident technique keeps a log of someone’s
effective and ineffective job behaviours.
Multi-person comparisons compare one person’s performance
with that of others.
19
Engagement: maintaining a quality workforce
Workers must be successfully retained, nurtured and managed
for long-term effectiveness.
A career is a sequence of jobs and work pursuits that constitute
what a person does for a living.
A career path is a sequence of jobs held over time during a
career.
A career plateau is a position from which someone is unlikely to
move to a higher level of work responsibility.
20
Work–life balance
Work–life balance refers to the balancing of career demands
with personal and family needs.
Concerns include:
unique needs of single parents
dual-career couples.

21
Remuneration and benefits
Base remuneration in the form of salary or hourly wages can
make the organisation a desirable place of employment.
Fringe benefits are the additional non-wage or non-salary forms
of remuneration provided to an organisation’s wrkforce.
Flexible benefits programs allow employees to choose from a
range of benefit options.
22
Retention and turnover
Things to remember when handling a dismissal:
Dismissal can be personally devastating.
Dismissal must be legally defensible.
Dismissal should not be delayed unnecessarily.
Dismissal of good performers should include offers of
assistance to help them re-enter the labour market.
All records associated with dismissal should be kept.
23
Assignment 2
What do we know about the challenge/ proposed strategic

decision? (Determined from your analysis in the first
assignment)
Relevant literature review (academic + practical examples)
What does the management literature say about this sort of
thing?
How the challenge can be resolved by the different
organizational process? How organizational design could be in
line with proposed strategic decision?
Build a critical evidence base for your recommendations.
1
An introduction to the
Future Fuels Cooperative Research Centre
This information is provided for the confidential and exclusive
use of students of RMIT
University enrolled in the unit USM4547: Management in
Practice
January 2021

2
Summary
The Future Fuels CRC aims to enable Australia’s multibillion
dollar energy industry to transition to clean fuels for
Australia’s electricity, transport, agriculture, mining, building
and industrial sectors. Partnering with over 50
companies, 6 universities, the energy market operator and 2
regulators the CRC will create the technology and
skills to produce, store and deliver clean, reliable, secure and
affordable future energy delivered through new and
repurposed infrastructure.
Overview
To meet its COP21 Paris Agreement obligations Australia must
develop affordable, reliable low carbon energy
fuels and solutions for its total energy needs. Achieving this
requires solutions beyond renewable electricity to
include future gaseous and liquid fuels for use in homes,
businesses, transport and industrial sectors which
account for 40% of Australia’s energy market.
Significant opportunity exists to adapt existing gas
infrastructure for the production, transport, storage and use of
more sustainable “future fuels” such as hydrogen, biogas and
liquid derivatives like ammonia and methanol that
can meet a significant part of local demand and generate export
opportunities.
Gas infrastructure can also increase the utilisation of renewable
generation by storing clean gas manufactured
during periods of surplus generation for later use.

Whilst the use of future fuels is technically feasible today,
industry considers that large scale deployment has
many challenges:
• The full potential of future fuels in the energy supply mix is
not yet well enough understood;
• Australian industry must keep abreast of fast moving gl obal
developments to utilise these quickly and
effectively;
• Research is still needed to manage the safe, economic and
reliable introduction of future fuels;
• Appropriate national policy and regulation is still be to be
developed;
• The social, economic, safety and environmental impacts of
future fuels and related infrastructure need to be
understood, quantified and communicated to address public
concerns;
• Confirmation is needed that infrastructure can be repurposed
to safely and reliably transport future fuels on a
large scale; and
• The serviceability and life of new and existing infrastructure
in this new service is to be maximised.
The Future Fuels CRC addresses these issues through three
integrated research programs.
Research Programs
1. Future Fuel Technologies, Systems and Markets
Research Program 1 addresses technical, policy and commercial
barriers to the increased utilisation of new low -
carbon fuels and aims to accelerate development of production
technologies and end-use applications.

Whilst the production, handling and use of most new fuels are
technically feasible today, use at scale is
challenging on many levels. These challenges are addressed in
five linked research themes:
1. Integrated planning of fuel systems production, delivery and
use;
2. Techno-economic modelling of fuel production processes and
supply chains;
3. Accelerated development of early stage, breakthrough
technologies;
4. Compatibility of end user equipment with future fuels;
5. Applied research support of ‘Power to Gas’ demonstration
projects.
Proposed outcomes:
a) New technology for the cost effective production of future
fuels;
b) Viable plans for the introduction of new fuels; reducing
investment risk in new technology and
infrastructure;
3
c) Utilisation of gas networks to deliver decarbonised energy to
consumers and providing more flexibility
and reduced capital expenditure for electricity network
stabilisation and storage;

d) New domestic markets for reliable, cost effective low
emission fuels and export opportunities in the Asia-
Pacific region (where hydrogen transport fleets are being
developed);
e) Decarbonisation of the transport sector and industries that
currently have limited options for emission
reduction;
f) Improved reliability of the electricity market by supporting
cost-effective intermittent renewable generation
with gas as an energy storage medium stored in existing
infrastructure.
2. Social Acceptance, Public Safety and Security of Supply
Program 2 studies the social and policy context within which
future fuels technology and infrastructure operates.
Public understanding and acceptance of major infrastructure
investments, and policy to support that
infrastructure, benefits from early and effective engagement
with communities impacted both directly and
indirectly. Aspects of the program specifically address how best
to engage with the community to support good
decision-making.
This program has four research themes with strong inter
linkages with research programs 1 and 3:
1. Appropriate community engagement to enable change;
2. Policy solutions for new technology governance;
3. Organisational accident prevention;
4. Urban encroachment and third party interference.
Proposed outcomes:
a) Social licence for the adoption and use of future fuels by
industry users and the community;

b) A neutral, trustworthy source of future fuels information
established to allow the industry to move forward;
c) Continued world’s best practice safety and reliabi lity
performance of Australian fuel transmission,
distribution and storage infrastructure, through policy,
regulation and industry practice;
d) Reduced risk of major incidents associated with operation of
existing and future fuel infrastructure;
e) Optimal outcomes for companies, governments and society in
the development and refitting of large
energy projects and infrastructure;
f) Sound policy to support governance of new fuel technology,
infrastructure use to enable successful
adoption, implementation and management;
g) Effective regulation to enable the safe introduction of new
low carbon fuels.
3. Network Lifecycle Management
Vital components of the energy transfer infrastructure will be
studied from concept to end of life in Research
Program 3. Research will address novel materials, design,
construction, operations and maintenance for new
infrastructure, and issues associated with re-purposing or
decommissioning of existing gas networks that aren’t
suitable for future fuels.
This program has four interrelated research themes:
1. Material properties and performance;
2. Safe and efficient design, construction and operation of
future fuel infrastructure;
3. Smart monitoring, data management and asset condition
prediction;

4. Advanced infrastructure repair and protection systems.
Proposed outcomes:
a) Effective design standards and operating procedures for
transport and storage of future fuels in new and
existing pipeline systems;
b) Opportunities to extend the life of existing infrastructure
through repurposing existing networks and
facilities to support the transportation of new low carbon fluids;
c) New materials for effective and safe transport and storage of
new energy fluids;
d) Reduced capital costs of new energy transportation
infrastructure, and reduced operating and
maintenance cost of infrastructure;
e) More accurate, real-time assessment of the condition of
metallic and plastic pipes through cost-effective
sensing technology for detection, monitoring and evaluation of
pipe degradation;
4
f) Enhanced asset management decision-making through tools
using advanced detection technologies,
data analytics and service life time prediction models covering a
wide range of fuels and materials.
See Appendix One for more detail on Research Projects

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