BSBINN601-Assessment Task 4

Task 04: Research & Questioning

1. It is not the strongest of the species that survives, nor the most intelligent
that survives. It is the one that is the most adaptable to change. - Charles
Darwin. What does this quotation mean to you?

Darwin proposed that species may change over time, that new species arise
from pre-existing species, and that all share a common ancestor. In this model,
each species has a unique set of inheritable (genetic) differences compared to
the common ancestor, which accumulated gradually over time. Repeated
differentiation events, in which new species diverge from their common
ancestor, produce a multilevel "tree" that connects all living beings. Darwin
refers to this process in which organisms change their inheritable traits across
generations as "progeny with modification." Today, we call evolution. For me,
this means that only those who are quick to change are moving forward. And
this must be the greatest differential of human beings. We are adaptable and we
get a lot out of it.

2. Briefly explain why do people resist change?

The change implies a routine breakdown and this can be scary for many people.
It is comforting and reassuring for these people to know exactly what they will
do every day or how they will act / react in certain and frequent situations. They
have long been conditioned to behave in pre-established ways because they
have already experienced these ways and found that they work - or at least do
not go wrong. Thus, what they regard as stability, peace and security is assured.
So what do you risk doing differently or allowing other people to change the
pattern already known and defined? What if it goes wrong?

Often, this fear of change transcends the boundaries of the law of least effort
and comfort and has its roots deeply planted in emotional and even existential
insecurities. In these cases, it is observed that the strict adherence to certain
patterns of conduct goes beyond routine habits and procedures of work and even
characterizes a whole life story, a whole existence.
I believe that the need to periodically review habits, beliefs, paradigms and even
some values is inevitable in a society that surprises us with constant and rapid
changes. But life is made up of choices and the decision to change or not is one
of those choices, certainly one of the most important. It can make all the
difference between stagnation and development, between being overtaken or
being ahead.

While on the one hand the changes can bring risks, unforeseen and discomforts
can bring renewals, new perspectives and rewarding discoveries. However,
there is no way of knowing the outcome unless the first step toward uncertainty
is given. One thing cannot be denied: it is immensely preferable for you to make
the decisions about changes in your life and your work than other people do for
you. Then you have no autonomy.

3. Discuss Psychological Contract theory?

In the relationship between employer and employee, the obligations between the
two are a central issue. These mutual obligations are partly described in the
employee's employment contract, but most of the time there are implied issues,
which are only very rarely debated. Organizations are sometimes compelled to
create marginal, peripheral systems that enable them to maintain a more
productive relationship than is possible through most utilitarian relationships.
Therefore, the possibility of creating, developing and implementing various
mechanisms for improving this relationship was opened, with the main role of
making the performance of the workforce more productive.

With this perspective and interest of the companies in improving the

relationship with their functional body, the consolidation of desires that always
existed on the part of the employees - even before the companies worry about
this relation - like the content of the activities, safety at work, training and
development, rewards and benefits, career and future prospects. It arises then
what authors like Argyres (1960), levinson (1962), denominated of
Psychological Contract, that is, the contract non written. Beliefs of the
individual about mutual obligations between employee and employer. The
psychological contract in this view is a subjective, individual perception of the
employee's obligations to the organization and the employer's obligations to the
employee.

Although each psychological contract is individual and unique, there are, in

general, two types of psychological contracts: transactional and relational
contracts. These contracts have been argued to differ in five important
dimensions (Rousseau and McLean-Parks, 1993), with respect to contract focus,
time period, stability, scope and tangibility. Contract focus concerns aspects that
are important to the person working: for example, are they exclusively
economic, the extrinsic aspects (money) involved, or are other (social-
emotional) needs met?

Period of time refers to the duration of the contract: is there a given end point,
or is the fulfillment indeterminate, for example, indefinite duration? Stability
refers to the nature of the agreed tasks; in transactional contracts this is stable
and inflexible, in relational contracts is more flexible and dynamic. Scope
reflects the influence of work on worker identity and self-esteem. Relational
contracts are likely to involve other aspects that may be related to the private
life of the workers, in relation to the transactional contract, more limited in this
regard.

With respect to tangibility in relational contracts, it is often less clear what

demarcates the responsibilities of employees. They are more subjective, slyly
understood, but rarely express the agreed upon. In a transactional contract it is
clear to the observers where the borders are.

4. Outline at least five Change management principles?

To change, it is not enough to create the best strategic plan and the best tactical
plan. To achieve the desired results, the human aspect of change management,
which involves the alignment of culture, values, people and company behavior,
must be deeply understood. A study published by Booz Allen Hamilton, a
global leader in management and technology consulting, points to the best
change management principles. Here are some examples:

1. Take care of the human side in a systematic way

Any significant transformation involves personal issues. New leaders will be

called, positions will be modified, new skills and abilities will have to be
developed. This can create insecurity and resistance among employees.

2. Start over

Because change is inherently disturbing for people of all hierarchical levels, as

it begins to appear on the horizon, the glances turn to the president and the
leadership team for strength, support, and direction. Leaders must lead by
example and accept new methods, both to challenge and to motivate the rest of
the organization.

3. Involve all levels

As you move from the strategy definition and goal setting phase to the design
and implementation stages, change programs affect the various hierarchical
levels of the company.

4. Prepare the formal justification

People are inherently rational and question the extent to which change is
necessary whether or not the company is headed in the right direction and
whether or not they are willing to commit personally. Therefore, they expect
company leaders to clarify their doubts.

5. Stimulate the sense of ownership

In general, the sense of ownership is most effective when it leads people to

participate in the process of identifying problems and finding creative solutions.
This feeling is reinforced by incentives and rewards, which can be tangible
(financial reward, for example) or psychological (camaraderie and sense of
shared destiny).

5. Present priority management matrix in a table format & briefly explain

them?

The process prioritization matrix is an easy-to-use and simple-to-understand

tool that helps in prioritizing problems and internal business situations. Its
correct use facilitates decision making by defining, with criteria, the level of
importance of each one. It can be used in any type of organization and in the
most diverse situations that require prioritization or organization. It is basically
a table built by rows and columns - which can be reproduced on paper or in
spreadsheets - that helps companies visualize management issues and actions to
solve them.

The Matrix was created by Charles Kepner and Benjamin Tregoe in 1981
(hence also known as Matrix Kepner Tregoe), and today is one of the most used
methods for quality improvement. Generally, the prioritization matrix is
integrated with other quality management methods, such as the PDCA cycle, in
the Planning phase. The use of the method must be done in conjunction with the
whole team so that several points of view are analyzed and can be integrated to
achieve success. There are several variations of the process prioritization
matrix, but the most commonly used is the GUT Matrix.

URGENT NOT URGENTE

I
M
P
O
R DO DECIDE
T PRIORITY 1 PRIORITY 2
A
N
T

N
O
T

I
M
P DELEGATE DELETE
O PRIORITY 3 PRIORITY 4
R
T
A
N
T

6. Do some online research & list & describe some different project roles &
responsibilities of the project team for the project of your choice?

Matrix of Responsibilities or Matrix of Allocation of Responsibilities is a

matrix that allocates the responsibility of each member of the project team
(human resources) on each delivery and their respective work packages. A
widely used form in the market is the RACI Matrix where the letters represent
the responsibility of the team member on the work package. At where:
R: Responsible for the execution

A: Responsible for approval

C: Appeal must be consulted

I: Appeal must be informed

Name Function in Planning Management Scope Execution Validation

the project

Claudio Sponsor C C I I I

Yves Project R R R P A
manager

Functional Assign I I I I I
Managers Resources

Business Project Team C C C R R

Analyst

Marketing Project Team C C C R R

analyst

Secretary Support - - - P -

A translator Translation - - - P -

Offices Participants - - - P -

Instructor Project Team - - - P P