MGT600 Management, People and Teams / MGMT6009 Managing People and Teams Assessment Case Study Presentation and Summary Report Individual/Group Group Length 5 minutes per person and 750-words report Learning Outcomes The Subject Learning Outcomes demonstrated by successful completion of the task below include: a) Critically assess the key principles and theories underlying management to achieve high-performing organisations at projects, teams, and individual levels. b) Critically evaluate and reflect on effective relationships between people and teams in organisations and projects. c) Demonstrate effective communication and practical problemsolving skills to manage people in a range of complex contexts. d) Critically reflect on the roles and functions that managers perform in the context of the challenges and risks in the changing global environment. e) Develop and justify contemporary management strategies to address a variety of people management issues to ensure best practice and quality outcomes. Submission 12-Week Duration: Due by 11:55pm AEST/AEDT Sunday end of Module 5.1 (Week 9) 6-Week Duration: Due by 11:55pm AEST/AEDT Sunday end of Module 5.1 (Week 5) Weighting 50% Total Marks 100 marks Assessment Task Based on the case scenario provided, each group is required to submit a case study presentation and a summary report. In doing so, you need to utilise suitable models and frameworks to provide recommendations to achieve the case objectives. This will require the identification, evaluation, and justification of pragmatic approaches to management. Please refer to the Instructions for details on how to complete this task. Context Though challenging, group assignments are designed to reflect the reality of the workplace. In this instance, it is about people coming together to contribute knowledge, experience, and skills to produce a desired MGT600-MGMT6009_Assessment_2_Brief_Case Study Presentation and Summary Report_5.1 Page 2 of 7 outcome. Such an activity hones your skills in teamwork, communication, project management and personal organisation. This assessment encourages you to develop and apply your knowledge in relation to the key topics of Recruitment and Selection, Managing Talent, Developing People and Teams, and Managing Change. You will continue to work in the same group that you were in for Assessment 1. The group will work together to analyse the given case study and provide recommendations to address the stated objectives. Instructions 1. Case Scenario Your group is from a well-regarded consultancy firm and has been engaged by your client to provide advice on addressing a variety of challenges. Please read the attached MGT600-MGMT6009_Assessment 2_Case Scenario. This includes the details of your client and their challenges and objectives. Your brief from the client is to present your findings and recommendations to achieve key strategic objectives over the next two years. 2. Assessment Preparation To address the case objectives, your consulting team will need to draw upon content from Modules 2, 3, and 4. Please note that some consideration may need to be given to other module content if deemed relevant. It is also expected that groups conduct research using the module resources and beyond. For each of the objectives mentioned in the case scenario, you are required to include at least one real-world example from the literature of how other organisations have successfully achieved the same or similar. For each example, you should specify the organisation, the situation it faced, action taken, and outcomes achieved.

MGT600 Management, People and Teams / MGMT6009 Managing People and Teams Assessment 2 Case Study Presentation and Summary Report Case Scenario Context Your group is from the People and Performance Advisory Division of a well-regarded consultancy firm and has been engaged by your client, Australian National Grains (ANG) to provide advice on key objectives they wish to achieve. Your Client ANG was established in 1932 as a farmer's co-operative in western New South Wales and has grown to become a leading Agribusiness in Australia. It became a publicly listed company in 1985 and is now headquartered in Sydney, Australia. The company has a long and proud history of supplying Australian and international producers with a variety of grains for food production including wheat, oats, barley, sorghum, and soy. Their products also include oil seed such as canola and the production of oil and biproducts for use in food, health, and industrial applications. ANG uses lesser quality grain products in supplying stock feeds and supplements to Australian farmers. ANG now employs 2,100 permanent staff and a fluctuating casual and contract workforce. Their locations include offices in Sydney, Melbourne and Brisbane, oil production facilities in Sydney and to facilitate the distribution and export of products, ANG has a network of ports around Australia as well as road and rail assets. ANG's workforce includes people working in a variety of professions including transport and logistics, agronomy, animal nutritionist, sales, marketing, information technology, manufacturing, production, engineering and more. Appendix 1 shows the high-level organisation chart. Phillip Lockyer is the Chief Executive Officer (CEO) of ANG and was appointed to the role 2 years ago, having been with ANG since 2010. In a recent presentation to the ANG Board the CEO outlined his 10-year strategic plan. This plan included ambitious growth and performance targets as well as the diversification into Biofuel production. This will require a significant investment reliant on savings in other parts of the business. As CEO, Phillip Lockyer firmly believes that focussing on people is the key to success. He is not suggesting staff cuts to save money but instead wants managers throughout the business to focus on performance, productivity, and engagement. He also believes the success of the biofuel business hinges on having the right people in the right roles. Accordingly, he has set 3 people related objectives to be achieved in the next 12 months. These are detailed below. Whilst the 3 objectives will present some obvious difficulties, ANG has several people related issues. Your group recently met with ANG's Chief People and Culture Officer, Daniela Santiago who outlined some of the challenges the company is experiencing. In recent years it has become obvious that the current performance management system is not effective. Many long serving managers do not value performance management and see the completion of review forms as irrelevant. Managers are inconsistent in giving people feedback and avoid having difficult conversations about poor performance. Employees who have left the organisation have often cited their manager's disinterest in their performance and career development as a reason for leaving. In recent staff surveys and exit interviews, comments have been made about ANG's inability to deliver on their stated employee value proposition. More specifically people believe salaries are not competitive and are not happy with their work-life imbalance. This has had an impact on ANG's Employer Brand in the marketplace. MGT600-MGMT6009_Assessment_2_Case Scenario Page 1 of 2 ANG has appointed Hari Singh as the Chief Operations Officer, Biofuels. Although agreeing that he has excellent technical and production skills, Daniela Santiago did not agree with the choice as she believes he lacks the required people skills to build the leadership team. Client Objectives The CEO and Leadership Team have identified three specific objectives to be achieved in the next 12 months covering the following: 1. Managing Performance A new approach to managing performance is required as the current system is not effective. ANG will be introducing new software to record performance goals and actions. However, managers must take a more active role in the day-to-day management of performance. Your research and recommendations must address: a. How performance will be managed including a framework for performance management and the role of managers. b. How the change will be implemented. This will include justifying your choice of a robust change management model and an indication of high-level actions to be taken. 2. Recruit the Biofuels Management Team Assembling the best management team possible for the new Biofuels division will be critical to its success. The roles to be recruited are shown in the organisation chart in Appendix 1. Your research and recommendations must address: a. The process and methods used to attract, recruit, and select the right people. b. Who will be involved in the process. c. You do not need to write position descriptions or job advertisement, though you may wish to discuss how these are used. 3. Develop a High Performing Management Team Once the Biofuels management team has been recruited, the CEO wants attention given to ensuring they become a high performing team. Your research and recommendations must address: a. The characteristics of high performing teams b. What strategies and actions can be taken with the Biofuels management team to develop team performance and cohesion. As mentioned in the Assessment Brief document, your group must produce a report and presentation covering your research, findings, and recommendations on how these three objectives could be achieved. Of course, the task involves using relevant concepts/models you have studied in this subject. You will need to apply the relevant concepts/models to determine how each of the objectives can be achieved and to come up with recommendations. To assist you in getting started your group should consider the following questions. Please note that the following points are not meant to be the sections of your report but instead are meant to prompt discussion within your group: How will your group tackle this task? What do you need to do for your group to be effective? What research needs to be undertaken and how will you conduct your analysis. MGT600-MGMT6009_Assessment_2_Case Scenario Page 1 of 2 What real world case studies can be used to support your analysis and recommendations? Align one case study to each objective (3 in total) What assumptions and / or limitations have you made or applied which will impact your analysis or recommendations? Together with your recommendations to each of the three objectives, consider how the recommendations (changes) can be implemented. Will your recommended solutions work in different locations / regions?

This is my assessment and I need only answer of this part 1 managing performance because this is my part so please give answer of this part in 250 to 260 words and please also give citation APA style references minimum 4 and please give must be example of a company that is doing the suggested solution and demonstrate if the solutions are working.