Evaluate the importance of business processes in delivering outcomes based upon business goals and objectives P1.1 Describe the structure and culture of an organisation and evaluate the inter-relationships between the different processes and functions of an organisation P1.2 Identify the mission, aims and objectives of an organisation and analyse the effect of these on the structure and culture of the organisation. P1.3 Define the methodology to be used to map processes to the organisation’s objectives and functions and evaluate the output of the process and analyse quality gateways
Learning Outcome 2: Develop plans for their areas of responsibility and implement operational plans P2.1 Develop plans which promote goals and objectives for own area of responsibility and ensure plans are consistent with legal, regulatory and ethical requirements P2.2 Use objectives which are specific, measurable, achievable, realistic and time-based to align people and other resources in an effective and efficient way. P2.3 Prepare and agree implementation plans which translate strategic targets into practical efficient and effective actions. P2.4 Manage work activities to prevent ineffective and inefficient deviations from the operational plan through effective monitoring and control P2.5 Implement appropriate systems to achieve objectives and goals of the plan in the most effective and efficient way, on time and to budget and to meet organisational standards of quality.
Learning Outcome 3: Design and monitor appropriate systems to ensure quality of product and services P3.1 Define the resources, tools and systems required to support the business process. P3.2 Define and implement quality audit systems/practice to manage and monitor quality to standards specified by the organisation and process operated. P3.3 Embed a quality culture to ensure continuous monitoring and development of the process.
Learning Outcome 4: Manage health and safety in the workplace. P4.1 Carry out risk assessments as required by legislation, regulation and organisational requirements and ensure appropriate action is taken. P4.2 Identify health and safety regulations and legislation applicable in specific work situations and ensure these are correctly and effectively applied P4.3 Systematically review organisational health and safety policies and procedures in order to ensure they are effective and that they comply with the appropriate legislation and regulations P4.4 Ensure practical application of health and safety policies and procedures in the workplace.
Learning Outcome 5: Improve organisational performance. P5.1 Monitor systems and work activities and identifyproblems and opportunities for improvement P5.2 Recommend improvements which align with the organisation’s objectives and goals and which result in a reduction in the variation between what customers and other stakeholders want and what products, processes and services deliver. P5.3 Identify the wider implications of proposed changes within the organisation P5.4 Plan, implement and evaluate changes within an organisation
Please go through the case below and attempt tasks in the assignment.
DRIVER for change in BBC resources Background. London Operations, part BBC Resources Ltd, provides studio, outside broadcast and post production facilities to customers both within and outside the BBC. It was hemorrhaging money at the rate of over £ 7 million (c. $ 10 million) a year. It was overstaffed and locked into inefficient, outmoded work practices. Under ‘Producer’s Choice’, it was being increasingly ignored by BBC program – makers who were going outside the corporation to obtain better terms for production facilities. Under political pressure, the Corporation was so concerned that it was considering selling off all or part of BBC Resources. The company’s management required insight and plans to determine whether Resources Ltd could become competitive, and how it could rapidly implement the changes needed to transform the business from its current loss-making situation . Resources management carried out a program of improvement that began with a review of the London Operations to assess current performance, recomended the necessary steps to achieve profitability and to plan and implement the changes. A rigorous analysis of key drivers and levers for cost and performance was carried out. Core processess were identified and mapped and an approach to improvement was adopted, bringing together changes in people, technology and processes. Delivery and Support processes were appraised and simplified, current rules and assumptions governing these processess were challenged and opportunities for radical re-engineering highlighted. The review suggested ways in which the situation could be completly turned around. Resources management used these finidngs to support its case that the facilities should be kept in public ownership, and began a program of implementation of its recomendations to make the operations viable. The approach The approach taken was based around the DRIVER methodology
The review suggested a number of improvements, for example reduced process waste, more efficient staffing, supplier rationalisation, improved seasonal management of facilities and customer billing accuracy. The recomendations were supported by rigorous benchmarking exercise within the industry. The review highlighted the many ways of doing business had simply grown up and turned into traditions. the approach taken showed that it was often valid to take a complete fresh look at the way work could be undertaken. This was all the more important since in some of London Operations, major jobs came round on a regular basis, and if a big saving could be made on Wimbledon coverage for example, that saving would be repeated in future years. The opportunities to improve were clear. reduced staffing, modified work practices and a general focus by the managers on the ‘bottom line’.
Maintaining the new ways of working. One of the organisation’s key concern was that, although the proposals might be implemented initially, there would be gradual – or indeed not so gradual – return to old ways with inefficiencies returning and staffing levels rising again, especially through the employment of outside freelance staff. To combat this, a management structure was created that supported the new processess, defined the necessary role and responsibilities to successfully operate the new processes and develop a framework of balanced performance measures, to ensure that the overall performance of London Operations was visible to senior managers. As improvements and changes were implemented and as the senior management became more aware of commercial pressures it was recongnised that, for these changes to have any durability and long lasting impact on the business, it was vitally important that everyone in the organisation understood the part that they had to play in helping run the business around. Furthermore the management team needed to have a clear understanding of what they were doing, why there were doing it and how they needed to do it. To this end the senior management team indentified the need to understand and further develop the mission and vision for the business. Then to be able to cascade these down through the organisation, focussed around a small number of factors that were deemed critical to the achievement of the mission and vision.
Mission and Vision Vision – Turning Ideas into Reality Mission – We will enrich the BBC creatively and financially by helping customers create the sounds of vision of the future. Relied upon for innovation, efficiency and service working with us will be inspirational and fun.
Define the project
Review the business baseline
Verify the Opportunities
Evaluate and plan implementation
Review and Report
(Figure C 1.0) DRIVER Methodology
Page 02 of 06
Case Study / Scenario
Defining measurable Objectives From the mission statement the key words were identified to form the basis for the development of strategic frame work: CASH , CREATIVITY , INNOVATION , SERVICE , EFFICIENCY Using these key words eight factors critical to the achievement of the mission were identified. 1. Skilled, Motivated and Flexible people. 2. Key talent that is industry recognised. 3. Focussed investment in products and services. 4. Profitable revenue growth. 5. Efficent and effective processess. 6. Effective customer relationships. 7. Strong leadership, clarity of direction and cooperation. 8. Industry recognised customer base. To help the business to remain focussed on the achievement of the eight critical factors a set of guiding principles were defined. (Figure C 2.0)
Through a series of senior management workshops, the eight factors were further developed to indentify their key activities and performance measures. These performance indicators were then arranged into a balanced set of measures and appropriate targets for the comming year defined for each
. We will share in the sucess of our business. . Our sucess will be built on team work and cooperation.
. We will develop mutually profitable partnerships with our customers based on trust. . Our sucess will be built on team work and cooperation.
. We will promote our role as an Equal Opportunity employer to all communities
. We encourage open and regular communication throughout the business.
Customer – Customer satisfaction Survey Results. – No. of Customer Complaints Resolved. – Post Contract Review Results. – Commendations Resulting in Awards. – Strength of Cutomer Relationship. – Market Profile
– Staff Utilisation – Facilities Utilisation – Quotation Turn-around Time – Invoices Issued within 5 Days Processes
Finance – Return on Sales – Return on Capital Employed – Market Share – external and internal – Variance from Cash Flow Budget – Performance to Investment Budget
– Staff Satisfaction survey Results – % of staff Within Appraisal Process – Turnover of Key Talent – Number of Identified Leaders Within a Leadership development programme. – Staff Turnover. – Absence Rate People
Figure C 3.0 Balanced Scorecard of Measures
To assist in the development of these key activities, the senior management team used a CSF planning document. ( Figure C 4.0). One planning sheet is detailed for every measure for each CSF. The CSF itself defines what must be achieved. In the example Resources ‘Must have skilled, motiovated and Flexible People’. This is linked to one of the performance measures (KPI) and an appropriate description of what that KPI represents is provided. In addition the current performance is given, where applicable, together with its target. The bottom section of the document identifies how the KPI will be achieved. By doing this the business identifies the lower level of specific actions that should be held to achieve the specific sucess factor. Each of these actions is allocated an owner and a date for completion.
CSF 1 – We must have skilled, motivated and flexible people.
Owner – A.N. Other.
Overall staff rating against satisfaction/motivation index
Staff satisfaction survey results
Compile London Operations specific staff survey which asks staff to identify 3 priority issues that motivate/demotivate the. Ask staff to rate how well the business delivers on these issues.
Identify action plan to address these issues. Identify those issues within Studios, OB’s and Post Production control and those outside our direct control
Communicate survey results and intended actions.
Implement communication plan to improve staff understanding about the direction of RES Ltd, recognise people’s value, encourages a sense of identity.
Agree dates for follow up audit.
The activities that will take place to address the identified performance gaps.
Figure C 4.0 – CSF Planning document
As the ‘whats’ are cascaded down the ‘hows’, responsibility is likely to be cascaded down to the most appropriate level within the organisation. For example, The KPI is owned by a member of the senior management team, as are the 4 identified actions. However, these 4 actions, if cascaded to the next level of detail, would become the ‘whats’ that would require their own series of ‘hows’ to be defined and probably be owned functionally by a department or business unit. Implementation of these process allowed for a link to be created from the highest level of critical sucess factor right down to individual or team obejctives and goals. Furthermore it provides a means of feedback through the chain to the CSFs and enables performance to be monitored and aligned to corporate objectives. Achivemenets The project helped London Operations to dramatically enhance its understanding of the business and its performance and identified opportunities to reduce costs by nearly 20%, while maintaining levels of customer satisfaction and market share. Furthermore the approach has led to these changes being locked into the future working of the business. Many attitutes have changed and barriers broken down to secure the future of Resources Ltd. The schedule for implementation was less than 18 months and the transformation in operations has made Resources Ltd. an attractive commercial proposition. Satisfaction with the approach towards the project can be measured by a number of yard sticks. BBC managers have acknowledged that the savings proposed are far greater than they had anticipated, even in their optimistic moments. One senior BBC manager commented that as a ‘rule of thumb’ a restructuting exercise costing £12 million (c. $ 18 m)
would be expected to yield savings of around £6 Millions (c. $9 m) a year – in other words it should pay for itself within 2 years. The £12 million (c. $18 m) resturctuting for London Operations, however, is set to impact the bottom line by over £ 13 million (c. $20m) per year. This reflects the innovative and creative way in which the project was progressed. Direct feedback has been very positive. The project team were praised particulalry for their interpersonel skills in working with and involving staff, and for the continiously high levels of communications with management on the progress of the work. Senior management recognised and appreciated the ‘Hardsoft’ approach that blends a rigorous establishment of the hard facts of the situation with a positive effort to communicate details to staff, involve them in the changes and generally build good relationships. Resources staff viewed these as the ‘most inclusive project’ they had experienced. managers regarded the project as creative, innovative and practical, acheieving the support of employees and achieving benefits that other approaches had failed to do.
Tasks Involved in respect to the Case Study / Scenario and Possible Evidence
The case study is of BBC resources Limited, a group company of BBC Limited. BBC Resources is in the business of providing studio services to its customers, including BBC itself. BBC Resources has gone through a bad phase where it made losses, but now it seems to have turned around. Case study captures how the company went around turning its fortunes. With reference to the case study, carry out following tasks:
Task 1: Describe the culture and structure of BBC resource before the turn around? How did it re-define its mission and objectives? Are these objectives SMART? What changes were made in the structure and culture? How did it go about identifying the processes which need to be worked upon to achieve its goals/objectives?
Task 2: Describe the plan which BBC resources made to achieve its goals? How did it go about implementing the plan? How did it decide to monitor and control the plan?
Task 3: What resources and tools did BBC Resources use to support the business processes? How did they monitor the quality of processes? What did they do to embed the quality culture?
Task 4: What health and safety regulations are applicable to BBC Resources as per UK laws? What are the likely safety risks BBC resources need to worry about? What would you advise BBC Resources to ensure health and safety of its employees given the nature of the business?
Task 5: What systems/processes has BBC Resources put in place to identify problems and opportunities for improvement? What were the outcomes of changes that BBC resources implemented? How do you evaluate the outcomes of what BBC Resources has already done for improvement? What are some of the un-anticipated implications of changes that BBC Resources introduced? What are some of the improvements that you would recommend to BBC resources?
MERIT DESCRIPTORS M1. Identify and apply strategies to find appropriate solutions M1.1 Effective judgements have been made M1.2 Complex problems with more than one variable have been explored M1.3 An effective approach to study and research has been applied
M2. Select/ design and apply/ appropriate methods/ techniques M2.1 A range of methods and techniques have been applied M2.2 The selection of methods and techniques/ sources has been justified M2.3 Complex information/ data has been synthesized and processed
M3. Present and communicate appropriate findings M3.1 The appropriate structure and approach has been used M3.2 Coherent, logical development of principles/ concepts for the intended audience M3.3 The communication is appropriate for familiar and unfamiliar audiences and appropriate media have been used
· Word Process the assignment using font ‘Calibri’, size ’11 points’ and convert the same to PDF document before submission. · Zero percentage (0%) Plagiarism is allowed in your work, however referenced material should be appropriately quoted. · Use the Harvard Referencing System for referencing and provide complete bibliography. · Complete the title page and sign the statement of authenticity in your work submission. · Use Business Report format while creating your case portfolio. · Do not wait for the last date to submit your work, if you fail to submit in time, no extension would be provided.
Other Notes (if any)
D1. Use critical reflection to evaluate own work and justify valid conclusion D1.1 Conclusion have been arrived at through synthesis of ideas and have been justified D1.2 The validity of results has been evaluated using defined criteria D1.3 Realistic improvement have been proposed against defined characteristics for success
D2. Take responsibility for managing and organising activities D2.1 Autonomy/ independence has been demonstrated D2.2 Substantial activities, projects or investigation have been planned, managed and organised D2.3 The important of interdependence has been recognised and achieved
D3. Demonstrate convergent/ lateral/ creative thinking D3.1 Ideas have been generated and decisions taken D3.2 Self evaluation has taken place D3.3 Convergent and lateral thinking have been applied
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