Assignment Answers Pdf Of Organisation Development Approaches:MG630

Assignment Brief Academic Year 2021-22
Internal approval: Samuel Asante-Nnuro
1
Assignment task
CONTEXT
LPHY is alocal charity who aim to support …

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AssignmentBriefAcademicYear2021-22
Internalapproval:SamuelAsante-Nnuro
1
Assignmenttask
CONTEXT
LPHYisalocalcharitywhoaimtosupportthebestHospicecareforlocalpeople.Thisisdoneprimarily
throughthegiftofatleast1mperyeartoanNHSHospice,enablingtheprovisionofadditionalservices
suchasHospiceatHomeandDayHospice,aswellasaListeningServicefortherecentlybereaved.
TheCharityhasbigplanstodoublethenumberofshops(currently9plusonline)andincreasefundraising
by2msothatadditionalcommunityservicescanbefunded.Thiswillbeachievedthroughthe
developmentofabetterskilledteamandnewwaysofworking.Aspartofthis,theorganisationhas
revieweditsvaluesProfessionalism,Agility,Community,Team.
TheCharityisstaffedbyapprox.50peoplewithhelpfromover400volunteerswhoworkinthehospice,
theretailshops,headofficeandfundraising.Itis,however,anorganisationoftwohalves.
Retail
Accountsfornearly2/3rdofthestaffbutgeneratesonly1/3rdoftheprofit.Thehighstaffratio(usually1full
timemanagerand1parttimeassistantmanagerpershop)resultsinverylowmargins,evenforCharity
retail.
DuringthepandemictheCharitytooktheopportunitytorestructureresultingin8voluntaryredundancies
fromthosewhofelttheplannedchangestoT&Csandworkingmethodswereunnecessary.Theestateis
nowsplitinto2thelargefurnitureshowroomandonlineteamaremanagedasoneunit,andtherestof
theshopsareoverseenbytheareamanager.Shopmanagerslinemanagetheirassistantmanagersand,
inthelargershops,weekendsalesstaff.Duetoworkingpatterns,shopmanagersusuallyworkonly1day
aweekwiththeirdirectreports.Thisisthefirstlinemanagementroleformany.
Inthepast,retailhasfeltlikeapoorrelationtofundraising,thereisasensitivityaboutchanges/decisions
originatingfromHeadOffice.AlthoughthecurrentSeniorManagementTeamhavepushedtheconceptof
oneteam,thissenseofdivisionwashighlightedduringthepandemicwhenalltheretailstaff(apartfrom
theonlineteam)werefurloughedastheshopswereclosed.
Mostoftheshopsdonothavecomputersbutemailscanbereadonthetouchscreentillsystem.
Unfortunately,manystaffhaveforgottentheirworkemailaddressandareusingpersonalemailand
phonesforworkpurposes.TheCharityisabouttoinvestheavilyinanewITstructureatHeadOffice
Modulecode
andtitle:
MG630Changeand
OrganisationalDevelopment
Moduleleader:PiaCarnegie
Assignment
No.andtype:
CW1:2,000WordIndividual
Report
Assessment
weighting:
60%
Submission
timeanddate:
28thOctober2022
Before2:00pmUKTime
Targetfeedback
timeanddate:
2weeks
2
havingprovidedafullycostedbusinesscasetotheBoard,detailingsignificantbenefitsintermsofcost
savingsandincreasedproductivity.
Thereareseveralvacanciesthatareprovingdifficulttofillwithalackofsuitablecandidates.Thereisa
suspicionthatthecurrentrateofpay(barelyaboveNationalMinimumWwage)isnotattractive,anda
coupleofrecenthireshavebeenlessthansuccessful.
Retailstaffalsoaccountfornearlyallsickleaveinfact5peopleaccountfor105daysofthe270days
sicknessinthefirsthalfofthisfinancialyear.Sicknesslevelsarecausingadditionalstressonanalready
stretchedteamandithasbeennecessaryonoccasiontoclosesomeshopsduetolackofcoverthisis
notsustainable.
Eachshophasitsowntargetsfortakings,lotteryticketsalesandsign-upsforGiftAid.Salesareokbut
someshopsaredownonbudgetsandlaggingbehindpreviousyears.Onlinehasanewmanagerwho
inheritedfewwritteninstructions,seemsunfocusedandlostintheadmin.Sofaronlinehasfailedto
generatethesalesexpected.
NonRetail(Fundraising/Finance/Admin)
Thepandemicbroughttheweaknessesinthefundraisingmodeltotheforearelianceoncommunity
eventslefttheCharityvulnerableaslockdowncutoffmajorsourcesofincome.Thedecisionwastakento
investinhigherskilled(andmoreexpensive)staffwithexperienceinspecialisedareasoffundraising-
individualgiving/grants&trusts/inmemorygiving.
Thisrestructureresultedinanumberofvoluntaryredundanciesandnewhires.Thelowerpaidandlower
skilledcommunityandeventsteamwerereplacedby2managerssupportedbyvolunteers.Thestrategy
hasprovedfinanciallysuccessfulandtheincomeduringthepandemicfarexceededinitialforecasts.
However,2outofthe3newhireshavealreadyleft(onewasapoorculturalfitandtheotherwasoffered
moremoneytoworkelsewhere).
Theliftingofrestrictionsandtheincreasingconfidenceofthepublicmeansthatcommunityeventsare
backonthecalendar.PreviouseventsincludedanannualBeerFestivalandaGalaDinner,bothofwhich
wereresourceheavyandprofitlight;characterisedbyalackoforganisationandlast-minutepanic.SMT
arekeentoensurethatanyfutureeventsgiveabetterROIandarelessstressfulforallconcerned!
Theofficehasremainedopenthroughoutthepandemic,asfundraisingandadminstaffworkedfromhome.
Ahybridmodelofworkinghasbeenadoptedbutwhilstpopularwithstaff,thereareindicationsitmaynot
beasproductiveasitcouldbe.Allthestaff(apartfromSMT)areparttime,andthereisntasingleday
whenthewholeofficeisactuallyworking.Ontheplussidethereisalmostnosicknessabsence.
TherearealsosometensionswithinHeadOfficeespeciallybetweenfundraisingandmarketing.The
latterobjecttolastminutedemandswhilsttryingtobalancetheneedsofthewholeorganisation.The
formercomplainthatmarketingisntagileenough.Meetingsfrequentlyover-runandgenerallyfailto
resolvethings.EvenminorissuesareescalatedveryquicklytoCEOlevel.
Whilstmoststaffhadtheirsalariesadjusted(upwards)aspartoftherestructure,asmallnumberoflong
servingstaffarepaidabovethemarketratesfortheroleasaresultofuncappedannualpayrisesover
severalyears.TheSeniorManagementTeam,however,havenothadapayrisein2yearsandrecent
advertsforsimilarCharityrolesshowsalariesupto25%abovewhattheyarecurrentlypaid.Careneedsto
betaken;supportersdonotliketheideaoftheirdonationsgoingonanywhereotherthanhospiceservices
andsomevolunteersfeelthatstaffshouldntbepaidatall.
Onanothernote,thelastHeadofHRlefttheCharityalmostayearbeforetheCOVIDpandemic,leaving
behindabankofdetailedandwellwritten,butlargelyunread,policiesandprocesses.Theperformance
managementprocesswasusedforacoupleofyearsbutthenfellintoabeyance.Complaintsaboutit
largelyrevolvearoundthelengthafull8pagesandtheneedtogetformalfeedbackfromavarietyof
3
peopleintheorganisationpriortotheannualappraisal.Oncloserinvestigationitisobviousthatthere
wereissueswiththequalityoffeedbackwithasmallnumberofindividualstakingoffenceatthingsthat
werewrittenaboutthem.Intheendsomelinemanagersspentagooddealoftimewritingfeedbackthat
wassocouchedandcaveatedastobeimpenetrable.
ThereisanacceptanceatSeniorManagementTeamlevelthatsomeformofPMisneededbecauseits
bestpracticebutwithnoconsensusaboutwhatformitshouldtakeorevenwhatitshouldbeachieving.
ThereisalsoaviewamongsomestaffthataformalPMsystemisntneededatallasthelocaltargetsare
sufficient…
Thisassignmenthasbeendesignedtoprovideyouwithanopportunitytodemonstrateyour
achievementofthefollowingmodulelearningoutcomes:
LO3:Synthesiseunplannedandplannedchangeandorganisationdevelopmentapproaches
LO4:Criticallyassessthekeyareasoforganisationalandindividualresistancetochange
Taskrequirements
Onthebackofyourpresentationtothem,youhavenowbeenhiredbyLPHYtogivefurtherdetailintotheir
VUCAenvironmentandthechangemanagementmodelproposedinyourpresentation.Theywishforyou
toadviseofastrategicchangeforthemandprovidedclear,guidedstepsforthisinitiativeaidedbyan
appropriateChangeManagementmodel.Theyalsowishforyoutoaddressespossibleresistanceto
changeatorganisationalandindividuallevelstotheproposedchange.
GUIDANCE:
a)UsingyourPR1content,guidedbythefeedbackyouhavereceived,youaretowritea2,000word
professionallywrittenandpresentedbusinessreportwhich:
1)IdentifiesandrationalisesastrategicchangethatLPHYcantake
2)Usesachangemanagementmodeltooutlineaplannedchangeapproachtothisproposed
change
3)Addressesthepotentialfororganisationalandindividualresistanceoftheproposedchange
plan.
Referencingandresearchrequirements
PleasereferenceyourworkaccordingtotheHarvardstyleasdefinedinCiteThemRightOnline
(http://www.citethemrightonline.com).Thisinformationisalsoavailableinbookform:Pears,R.and
Shields,G.(2019)Citethemright:theessentialreferenceguide.11thedn.Basingstoke:Palgrave
Macmillan.CopiesareavailableviatheUniversitylibrary.
Minimumrequirements:
4
-15references
-Mixedacademicallycrediblesourcesforexample:CoreTextbooks,Journals,NewsArticles,
ProfessionalBodies,ProfessionalandCredibleVideos,ProfessionalandCrediblePodcasts
Referencesolderthan10yearsmustbesupportedbyamorerecentreference.
Howyourworkwillbeassessed
Yourworkwillbeassessedagainsttheassessmentcriteriawhichhavebeenprovidedattheendofthis
brief.Asthisisagroupreport,arecordofindividualcontributionmustbesubmittedaspartofthe
assignmentforallmembersofthegroupwhichdetailstheroleplayedinthecreationoftheassignment
andincludesarecordofallcommunicationsengagedwith.
Thesecriteriahavebeendesignedspecificallyforthisassignmentandareintendedtomeasuretheextent
towhichyouhavedemonstratedyourachievementofitsassociatedlearningoutcomes(seeabove).They
havebeenalignedwiththeinstitutionalgradedescriptorappropriateforyourlevel.
Theassessmentcriteriaprovideabasisforfairandconsistentmarkingandindicatewhatisexpectedof
youinthisassignment.Itisstronglyrecommendedthatyouengagewiththemwhileyouareworkingon
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Submissiondetails
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5
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AssignmentBriefAcademicYear2021-22
Internalapproval:SamuelAsante-Nnuro
6
FailFailPassPassPassPassPass
0-34(F)
Fail
35-39E
Marginalfail
40-49(D)50-59(C)60-69(B)70-79(A)80-100(A+)
NotsuccessfulBelowrequired
standard
SatisfactoryGoodVeryGoodExcellentOutstanding
Knowledgeandunderstanding25%
Theworkdemonstratesalimitedand/orsubstantiallyinaccurateornounderstandingofkeyaspectsofwhatconstitutesaVUCAenvironmentandhowandwheretheirchosencompanysitswithinit.Examplesofcoherentanddetailedknowledgearoundplannedandunplannedchangeismissing.Noconsiderationgiventotheimportanceofcorporatestrategyandmanagementpracticesroleinorganisationalchange.Recentresearchismissingtosupportwork.
TheworkdemonstratesinsufficientunderstandingofkeyaspectsofaVUCAenvironmentandhowandwheretheirchosencompanysitswithinit.Somecoherentanddetailedknowledgearoundplannedandunplannedchange.Passingconsiderationgiventotheimportanceofcorporatestrategyandmanagementpracticesroleinorganisationalchange.Recentresearchislimitedtosupportwork.
TheworkdemonstratesabasicyetsystematicunderstandingofkeyaspectsofaVUCAenvironmentandhowandwheretheirchosencompanysitswithinit.Somecoherentanddetailedknowledgearoundplannedandunplannedchangewithlinkstotheimportanceofcorporatestrategyandmanagementpracticesroleinorganisationalchangewithintheirchosenbusiness.Thereislimitedengagementwithrecentresearchtosupportwork.
TheworkdemonstratesasoundbreadthanddepthofsystematicunderstandingofaVUCAenvironmentandhowandwheretheirchosencompanysitswithinit.Thereissomecoherentanddetailedlinkswithplannedandunplannedchange,aswellastheimpactthesehaveoncorporatestrategyandmanagementpracticesroleinorganisationalchangewithintheirchosenbusiness.Thereisgoodengagementwithrecentresearchfromalimitedrangeofsourcestosupportwork.
TheworkdemonstratesasophisticatedandcriticalsystematicunderstandingofaVUCAenvironmentandhowandwheretheirchosencompanysitswithinit.Therearecoherentanddetailedlinkswithplannedandunplannedchange.Theimpactoncorporatestrategyandmanagementpracticesroleinorganisationalchangeiswelldocumentedandsupportedoverallbyverygoodengagementwithrecentresearchfromagoodrangeofsourcestosupportwork.
TheworkdemonstratesahighlyaccomplishedsystematicunderstandingofaVUCAenvironmentandhowandwheretheirchosencompanysitswithinit.Excellentidentificationofplannedandunplannedchangewithintheirchosenorganisation,anddemonstrationofitsimpactoncorporatestrategyandmanagementpracticesroleintheidentifiedorganisationalchangesetting,beyondwhathasbeentaught.Thesupportedoverallbyverygoodengagementknowledgeissupportedbyrecentresearchfromanexcellentrangeofsourcestosupportwork.
TheworkdemonstratesanexceptionalsystematicunderstandingofkeyaspectsofaVUCAenvironmentandhowandwheretheirchosencompanysitswithinit.Outstandingidentificationofplannedandunplannedchangewithintheirchosenorganisation,anditsimpactoncorporatestrategyandmanagementpracticesroleintheidentifiedorganisationalchange.Theworkiscoherentanddetailed,demonstratingknowledgewellbeyondwhathasbeentaught,allofwhichisinformedbyrecentresearchfromanexcellentrangeofsourcestosupportwork.AnalysisandcriticalityTheworkdemonstratesalimitedornoabilityTheworkdemonstratesaninsufficientabilityofTheworkdemonstratesasufficientanalysisandTheworkdemonstratesasoundTheworkdemonstratesasophisticatedabilityTheworkdemonstratesahighlyaccomplishedTheworkdemonstratesanexceptionalability
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25%ofanalysisandenquiry.Conceptualunderstandingofchangemanagementislimitedthustheworkdoesnot:deviseandsustainargumentshowcorporatestrategiesandmanagementpracticeshavebeenaffectedbythecurrentVUCAenvironment,andfailstodemonstratehowthishasinfluencedbusinessapproachestoplannedandunplannedchangedescribeandcommentuponaspectsofcurrentresearchandscholarship,withlittleornoappreciationoftheuncertainty,ambiguity,andlimitsofknowledge;userelevantandappropriatesourcesresultinginfewifanyscholarlyreviews.
analysisandenquiry.Conceptualunderstandingofchangemanagementisevidentandenablestheworktopartiallydemonstrate:useoftheoryandcorporatemodelstodeviseandsustainarguments,andsolveproblemsaroundhowcorporatestrategiesandmanagementpracticeshavebeenaffectedbythecurrentVUCAenvironment,andhowthishasinfluencedbusinessapproachestoplannedandunplannedchangetheabilitytodescribeandcommentuponaspectsofcurrentresearchandscholarship,albeitwithonlyadevelopingappreciationoftheuncertainty,ambiguity,andlimitsofknowledge;Thereisalimitedrangeofindependentlyselectedrelevantandappropriatescholarlysources.
enquiry.AbasicyetsufficientConceptualunderstandingofchangemanagementisevidentthatenablestheworktodemonstrate:useoftheoryandcorporatemodelstodeviseandsustainargumentsandsolveproblemsinrelationtohowcorporatestrategiesandmanagementpracticeshavebeenaffectedbythecurrentVUCAenvironment,andhowthishasinfluencedbusinessapproachestoplannedandunplannedchangetheabilitytodescribeandcommentuponaspectsofcurrentresearchandscholarship,withasufficientappreciationoftheuncertainty,ambiguity,andlimitsofknowledge;useasufficientrangeofindependentlyselectedrelevantandappropriatescholarlysources.
abilityofanalysisandenquiry.Asoundconceptualunderstandingofchangemanagementisevidentthatenablestheworktodemonstrate:useoftheoryandcorporatemodelstodeviseandsustainargumentsandsolveproblems,inrelationtohowcorporatestrategiesandmanagementpracticeshavebeenaffectedbythecurrentVUCAenvironment,andhowthishasinfluencedbusinessapproachestoplannedandunplannedchangetheabilitytodescribeandcommentuponaspectsofcurrentresearchandscholarship,withasoundappreciationoftheuncertainty,ambiguity,andlimitsofknowledge;useofasoundrangeofindependentlyselectedrelevantandappropriatescholarlysources.
ofanalysis.Asophisticatedconceptualunderstandingofchangemanagementisevidentthatenablestheworktodemonstrate:useoftheoryandcorporatemodelstodeviseandsustainargumentsandsolveproblems,inrelationtohowcorporatestrategiesandmanagementpracticeshavebeenaffectedbythecurrentVUCAenvironment,andhowthishasinfluencedbusinessapproachestoplannedandunplannedchangetheabilitytodescribe,synthesiseandcritiqueaspectsofcurrentresearchandscholarship,withasophisticatedappreciationoftheuncertainty,ambiguity,andlimitsofknowledgeuseofasophisticatedrangeofindependentlyselectedrelevantandappropriatescholarlysources.
abilityofanalysisandenquiry.Ahighlyaccomplishedconceptualunderstandingofchangemanagementisevidentthatenablestheworktodemonstrate:useoftheoryandcorporatemodelstodeviseandsustainargumentsandsolveproblems,inrelationtohowcorporatestrategiesandmanagementpracticeshavebeenaffectedbythecurrentVUCAenvironment,andhowthishasinfluencedbusinessapproachestoplannedandunplannedchangetheabilitytodescribe,synthesiseandcritiqueallrelevantaspectsofcurrentresearchandscholarship,withanuancedappreciationoftheuncertainty,ambiguity,andlimitsofknowledge;useofahighlyaccomplishedrangeofindependentlyselectedrelevantandappropriatescholarlysources.
ofanalysisandenquiry.Asuperiorconceptualunderstandingofchangemanagementisevidentthatenablestheworktodemonstrate:useofideasandtechniquestodeviseandsustainargumentsand/orsolveproblems,inrelationtohowcorporatestrategiesandmanagementpracticeshavebeenaffectedbythecurrentVUCAenvironment,andhowthishasinfluencedbusinessapproachestoplannedandunplannedchangetheabilitytodescribe,synthesiseandcritiqueallrelevantaspectsofcurrentresearchandscholarship,withahighlynuancedappreciationoftheuncertainty,ambiguity,andlimitsofknowledge;useofasuperiorrangeofindependentlyselectedrelevantandappropriatescholarlysources.
ApplicationandPractice30%
Workdemonstratesalimitedornoabilitytoselectappropriatechangemanagementtheoriesandcorporatemodelstodevelopandapplyknowledgeandunderstandinginthecontextoftheirchosenorganisations
Workdemonstratesaninsufficientabilitytoselectandapplyappropriatechangemanagementtheoriesandcorporatemodelstodevelopandapplyknowledgeandunderstandinginthecontextoftheirchosen
Workdemonstratesasufficientabilitytoselectandapplyappropriatechangemanagementtheoriesandcorporatemodelstodevelopandapplyknowledgeandunderstandinginthecontextoftheirchosen
Workdemonstratesanabilitytoselectandapplyinaconsistentandinformedmannerappropriatechangemanagementtheoriesandcorporatemodelstodevelopandapplyknowledgeandunderstandinginthe
Workdemonstratesanabilitytoselectandapplyinacapableandeffectivemannerappropriatechangemanagementtheoriesandcorporatemodelstodevelopandapplyknowledgeandunderstandinginthe
Workdemonstratesanabilitytoselectandapplyinahighlyaccomplishedmannerappropriatechangemanagementtheoriesandcorporatemodelstodevelopandapplyknowledgeandunderstandinginthe
Workdemonstratesanabilitytoselectandapplyinahighlyaccomplishedandinnovativemannerappropriatechangemanagementtheoriesandcorporatemodelstodevelopandapplyknowledgeand
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operationalandchangesituation.Presentationofresearchandfindingsisnotclearoreffective,orinterpretationofinformation(i.e.statistics)ineffectiveand/orincomplete.Recommendationsaremissing.
organisationsoperationalandchangesituation.Presentationofresearchandfindingsisoftennotclearoreffective,oronlyinalimitedrangeofformats,andgathering,processingandinterpretationofdataineffectiveand/orinefficient.Recommendationsareinappropriateforthechosenorganisation.
organisationsoperationalandchangesituation.Presentsresearchandfindingsinseveralformats,andgathers,processesandinterpretdataefficiently.Recommendationshavebeenmadethataresomewhatappropriatebutunfocused,nottakingintoconsiderationkeyareasofnoteidentifiedwithinthereport.
contextoftheirchosenorganisationsoperationalandchangesituation.Consistentlypresentsresearchandfindingseffectivelyandappropriately,inmanyformats,andgathers,processandinterpretdataefficientlyandeffectively,makinggooduseoftheappendices.Recommendationshavebeenmadethatareappropriatebutgiveslimitedconsiderationtothekeyareasofnoteidentifiedwithinthereportandnoconsiderationgiventothepossibleimplementationchallengesofthese.
contextoftheirchosenorganisationsoperationalandchangesituation.Consistentlypresentsthoroughresearchandfindingsperceptivelyandappropriately,inawiderangeofformats,andgathers,processandinterpretawiderangeofcomplexdataefficientlyandeffectively,makingverygooduseoftheappendices.Recommendationshavebeenmadethatareappropriate,takeintoconsiderationkeyareasofnoteidentifiedwithinthereport,andgivegoodconsiderationtothepossibleimplementationchallengesofthese.
contextoftheirchosenorganisationsoperationalandchangesituation.Consistentlypresentsthoroughresearchandfindingsperceptively,convincingly,andappropriately,inwiderangeofformats,andgathers,processesandinterpretawiderangeofcomplexdataefficientlyandeffectively,makingexcellentuseoftheappendices.Recommendationshavebeenmadethatareappropriate,takeintoconsiderationkeyareasofnoteidentifiedwithinthereport,andgiveexcellentconsiderationtothepossibleimplementationchallengesofthese.Minimalcostingconsiderationshavebeenprovided.
understandinginthecontextoftheirchosenorganisationsoperationalandchangesituation.Consistentlypresentsthoroughresearchandfindingsperceptivelyauthoritatively,andappropriately,inwiderangeofformats,andgather,processandinterpretawiderangeofcomplexdataefficientlyandeffectively,makingoutstandinguseoftheappendices.Recommendationshavebeenmadethatareappropriate,takeintoconsiderationkeyareasofnoteidentifiedwithinthereport,andgiveexcellentconsiderationtothepossibleimplementationchallengesofthese.Detailedcostingconsiderationshavebeenprovided.Transferableskills20%Workdemonstrateslimitedornoabilityto:-communicateinformation,ideas,problemsandsolutionsaccuratelyandreliablyutilisingrelevantcommunicationskills(levelofwrittencommunication)-PresentreporttoaprofessionalstandardFewerthan10appropriatereferencespresentandHarvardReferencingsystemnotfollowed.
Workdemonstratesinsufficientabilityto:-communicateinformation,ideas,problemsandsolutionsaccuratelyandreliablyutilisingrelevantcommunicationskills(levelofwrittencommunication)-PresentreporttoaprofessionalstandardFewerthan10appropriatereferencespresentandHarvardReferencingsystemnotfollowed.
Workdemonstratesasufficientabilityto:-communicateinformation,ideas,problemsandsolutionsaccuratelyandreliablyutilisingrelevantcommunicationskills(levelofwrittencommunication)-PresentreporttoaprofessionalstandardAminimumof10appropriatereferencesarepresentandHarvardReferencingsystemsometimesfollowed.
WorkdemonstratesaConsistentandconfidentabilityto:-communicateinformation,ideas,problemsandsolutionsaccuratelyandreliablyutilisingrelevantcommunicationskills(levelofwrittencommunication)-PresentreporttoaprofessionalstandardMorethan10appropriatereferencespresentandHarvardReferencingsystemsometimesfollowed.
WorkdemonstratesaHighlyproficientabilityto:-communicateinformation,ideas,problemsandsolutionsaccuratelyandreliablyutilisingrelevantcommunicationskills(levelofwrittencommunication)-PresentreporttoaprofessionalstandardMorethan10appropriatereferencespresentandHarvardReferencingsystemoftenfollowed.
WorkdemonstratesaHighlyaccomplishedabilityto:-communicateinformation,ideas,problemsandsolutionsaccuratelyandreliablyutilisingrelevantcommunicationskills-PresentreporttoaprofessionalstandardMorethan10appropriatereferencespresentandHarvardReferencingsystemalwaysfollowed.
Workdemonstratesaexceptionalabilityto:-communicateinformation,ideas,problemsandsolutionsaccuratelyandreliablyutilisingrelevantcommunicationskills(levelofwrittencommunication)-PresentreporttoaprofessionalstandardMorethan10appropriatereferencespresentandHarvardReferencingsystemalwaysfollowed.
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