Driver For Change In Bbc Resources Management Essay

Driver For Change In Bbc Resources Management EssayEvaluate the importance of handicraft regulatees in delivering stunnedcomes based upon business goals and objectives P1.1 Describe the structure and culture of an brass instrument and measure the inter-relationships between the different executees and functions of an physical composition P1.2 come across 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 apply to map processes to the organisations objectives and functions and evaluate the output of the process and analyse quality gateship canalLearning consequence 2 Develop plans for their beas of responsibility and pass operational plans P2.1 Develop plans which promote goals and objectives for own area of responsibility and verify plans are consistent with legal, regulatory and ethical requirements P2.2 utilise objectives which are specific, measurable, achievable, realistic and time-based to align people and other resources in an utile and businesslike way. P2.3 Prepare and agree implementation plans which translate strategic targets into practical good 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 charm systems to touch 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 detach systems to ensure quality of product and services P3.1 Define the resources, tools and systems necessitate 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 fatherment of the process.Learn ing Outcome 4 Manage health and refuge in the workplace. P4.1 Carry out risk assessments as required by commandment, regulation and organisational requirements and ensure allot action is graveln. 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 freshen organisational health and safety policies and procedures in order to ensure they are effective and that they comply with the enamour legislation and regulations P4.4 Ensure practical application of health and safety policies and procedures in the workplace.Learning Outcome 5 better organisational performance. P5.1 Monitor systems and work activities and identifyproblems and opportunities for proceeds P5.2 Recomm destruction improvements which align with the organisations objectives and goals and which result in a reduction in the variation between what nodes and other stakeholders want and what products, processes and services deliver. P5.3 Identify the wider implications of proposed changes inwardly the organisation P5.4 Plan, implement and evaluate changes deep down an organisationPlease 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 apartment, 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, outmode work practices. Under Producers Choice, it was being increasingly ignored by BBC course of study unsexrs who were going outside the corp to obtain better terms for production facilities. Under political pressure, the Corporation was so concerned that it was considering merchandising off all or part of BBC Resources. The companys counselling required insight and plans to determine wh ether Resources Ltd could become competitive, and how it could rapidly implement the changes penuryed to transform the business from its topical loss-making situation . Resources instruction 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. heart processess were identify and mapped and an processioninging 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 ship canal in which the situation could be completly turned round. Resources management used these finidngs to support its c ase 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 methodologyThe review suggested a turn of events of improvements, for example thind 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 upcoming years. The opportunities to improve were clear. reduced staffing, modified work practices and a general focus by the managers on the fathom line.Maintaining the new ways of works. star of the organisations key concern was that, although the proposals might be implemented initially, in that respect 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 patent to senior managers. As improvements and changes were implemented and as the senior management became more aware of mercantile pressures it was recongnised that, for these changes to realize any durability and long lasting imp act on the business, it was vitally important that all(prenominal)one in the organisation understood the part that they had to play in helping run the business around. Furthermore the management group needed to cod 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 aggroup indentified the need to understand and further develop the mission and vision for the business. whence 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 allow enrich the BBC germinally and financially by helping customers create the sounds of vision of the future. Relied upon for innovation, efficiency and service working with us give be inspirational and fun.Define the throwReview the business baselineIdentify OpportunitiesVerify the Oppo rtunitiesEvaluate and plan implementationReview and make-up( range C 1.0) DRIVER Methodology scalawag 02 of 06Case reading / ScenarioDefining 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 , strength 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 descryd. 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 d eveloped to indentify their key activities and performance measures. These performance indicators were wherefore arranged into a balanced set of measures and appropriate targets for the comming year defined for eachSharingS. We allow for share in the sucess of our business. . Our sucess will be built on aggroup 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.PartnershipsPEqual OpportunitiesE. We will promote our role as an Equal probability employer to all communities. We encourage open and regular communication throughout the business.CommunicationC node Customer satisfaction Survey Results. No. of Customer Complaints Resolved. Post Contract Review Results. Commendations Resulting in Awards. Strength of Cutomer Relationship. trade Profile lag Utilisation Facilities Utilisation Quotation Turn-around Time Invoices Issued within 5 Days Processesfinance Ret urn on Sales Return on Capital Employed Market Share out-of-door and internal Variance from Cash Flow Budget Performance to Investment Budget Staff cheer survey Results % of staff Within Appraisal Process Turnover of Key Talent Number of place Leaders Within a Leadership development programme. Staff Turnover. Absence Rate PeopleFigure C 3.0 Balanced Scorecard of MeasuresTo 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 spend a penny skilled, motiovated and Flexible People. This is cerebrate 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 prolong skilled, do and flexible people.Owner A.N. Other.No.KPIDefinitionCurrent MeasureTargetDue Date1June 200150%N/AOverall staff rating against satisfaction/motivation indexStaff satisfaction survey resultsNo.KPI No.ActivityCurrent MeasureDriver MeasureResp11Compile 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.AN Other mayStaff Satisfaction12Identify action plan to address these issues. Identify those issues within Studios, OBs and Post Production control and those outside our direct controlAN OtherJulyStaff Satisfaction13Communicate survey results and intended actions.AN OtherAugustStaff Satisfaction14Implement commun ication plan to improve staff understanding about the direction of RES Ltd, recognise peoples value, encourages a sense of identity.AN OtherJuly1Agree dates for follow up audit.AN OtherAugustThe activities that will take place to address the identified performance gaps.Figure C 4.0 CSF Planning documentAs 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 belike 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 chai n to the CSFs and enables performance to be monitored and aligned to unified 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 super acid 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 restr uctuting 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 modernistic 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 detail to staff, involve them in the changes and generally build good relationships. Resources staff viewed these as the most inclusive project they had experie nced. managers regarded the project as creative, innovative and practical, acheieving the support of employees and achieving benefits that other approaches had unwraped to do.Tasks Involved in respect to the Case Study / Scenario and Possible EvidenceThe 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 tasksTask 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 Describ e 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 intimate 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 impro vements that you would recommend to BBC resources?Grading CriteriasMERIT 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 appliedM2. 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 processedM3. 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 cause Calibri, size 11 points and convert the same to PDF document before su bmission. 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. bump off 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.Important Instructions.Other Notes (if any)Grading CriteriasDISTINCTION DESCRIPTORSD1. 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 successD2. Take responsibility for managing and organising activities D2.1 Autonomy/ independence has been demon strated D2.2 Substantial activities, projects or investigation have been planned, managed and organised D2.3 The important of interdependence has been recognised and achievedD3. 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