Recent Question/Assignment

More information about the criteria is available in the following marking rubric.
Assessment 2
Assessment Type: Case Study — Individual Assessment 2500 + 10% word report.
Purpose: This assessment is designed to allow students to apply theory and models of change management and change leadership to a given scenario, identifying the issues and proposing supported recommendations to resolve the issues. This assessment relates to Learning Outcomes a, b and c.
Value: 30% Due Date: Week 10 — 5.00pm Monday
Submission: Upload a soft copy — Word .doc or .docx — to Turnitin via KOI's Moodle subject homepage
Topic: HRM and Change At Lion Nathan
Case Study - HRM AND CHANGE AT LION NATHAN
Lion Nathan has undergone a decade-long journey of change to become Australasia's leading alcoholic beverage company. It has many key brands in its portfolio and employs more than 1800 Australians and 1400 New Zealanders. To achieve the transformational change necessary to become the market leader, Lion Nathan needed to develop a new corporate culture. Lion Nathan's culture change strategy focused on three pillars: creating a sense of purpose, vision and values; developing a leadership capability to model the desired behaviours; and reinforcing those behaviours through appropriate people management processes and systems. The strategy is supported by the company's four core values — acting with integrity, passion, achieving together and being sociable — and ensuring that everyone from the Board down understands and demonstrates behaviour consistent with these values.
Bob Barbour, Lion Nathan's People and Culture Director, has been with the company for 17 years. With the current CEO, Rob Murray, and his predecessors, Barbour has designed and implemented many challenging change management and strategic human resource (HR) management initiatives that have enabled the company to grow the business and reach its leading position in the market. Barbour believes HR management's function is core to the business — as strategic partners; people and organisational coaches; employee champions; and change and culture stewards.
Barbour has helped to ensure that HR adds value to the business by: ensuring fit and alignment between HR strategies and the strategic agenda; and helping people work together effectively to deliver the company's strategic intentions. This has required building strong leadership capability and capacity for change. Through evaluating the effectiveness of its key functional areas, organisational structure and strategies, and earlier leadership development workshops, the company learned that accomplishing lasting organisational change demanded changes to company culture and behaviours. This required that everyone, starting with its leaders, commit to change. Leadership development
initiatives included challenging senior management to adopt more constructive leadership styles. As a result, Lion Nathan has moved from a 'command and control' leadership style to a coaching and results oriented style. Leaders are held accountable for the constructive behaviours that they are expected to model, and they are expected to produce sustainable results for the company.
These changes are also supported by a realignment of the company's recruitment strategies. Lion Nathan developed a checklist of ten core behaviours that add value to customers and the organisation. This checklist is used as a selection tool when recruiting, to identify top candidates. Applicants are screened for both competency and cultural fit, and they are assessed on their ability to achieve results and demonstrate appropriate levels of motivation. The checklist is also used in performance reviews and development planning processes, to assess internal candidates' potential. Jason Sharpe, Lion Nathan's People and Culture Systems Leader, says that the large-scale, long-term culture transformation drives the engagement of employees. Prospective employees are offered a value proposition: the opportunity to be the best they can be, really make a difference and have a great time doing it. Lion Nathan identifies high-potential talent as having high learning ability, emotional intelligence and traditional strategic ability. The organisation's ten core behaviours are now hardwired into Lion Nathan's remuneration and reward, performance management and resourcing processes. The use of technology through its integrated talent management system includes: learning and development systems accompanied by competency models; talent management practices; performance management and 360 degree feedback systems; and remuneration and reward practices that are aligned with the company's cultural vision, core values and business goals. They argue that the systems are central to attracting and retaining great employees who fit the company's culture and values. Return on investment of the HR systems, policies and practices is measured by a variety of metrics. Among these are employee and customer engagement, cost per hire, movement into bench roles and retention of key talent. Lion Nathan's transformational culture change did not come easily or quickly, but its commitment to creating a culture appropriate to its mission, and attracting and developing employees who fit that culture by implementing a suite of integrated HR policies and practices to leverage this, appears to have paid off. Lion Nathan's business model and strategy of growth through higher-quality products and new product development have seen it generate strong earnings, achieve steady annual growth of around 6 per cent and be able to expand successfully into fine wines and 'ready to drink' (RTD) spirit products.
Task Details: Using the Lion Nathan case mentioned below as a focus, students need to identify the problems, use change management theory to explain why the problems have arisen, and develop supported recommendations to improve the situation, taking into account the concerns and interests of various stakeholders.
Students need to format their research, analysis and conclusions into a professionally presented report that has the following items:
o Title page
o Executive summary
o Table of contents
o Appropriate headings and sub-headings
o Recommendations
o Reference list (Harvard — Anglia style)
o Attachments if relevant
The report's headings must be properly numbered. Furthermore, the report must be 1.5 spaced and written in either Times New Roman 12pt, Calibri 11pt or Arial 1Opt.
Students must support their analysis with reference from the text and a minimum of eight (8) suitable, reliable, current and academically acceptable academic sources. Please ask your tutor if you are unsure about the academic sources that are considered valid. Groups seeking credit or above grades should support their analysis with increased number of reference sources comparable to the grade they are seeking. Completed assessments must be uploaded as a word document by using the relevant link in the subject's Moodle page.
The following criteria will be used to mark the assessment:
Analysis 30%
Research — extent and application 30%
Recommendations/conclusions 20%
Presentation 20%
More information about the criteria is available in the marking rubric.