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1 . Outline two methods for conducting cost-benefit analysis.  Payback Period This is the time period required for the total discounted costs of a project to be surpassed by the total discounted benefits. This can be easily done, say in excel, by calculating the cumulative discounted benefits and cumulative discounted costs of a project for each consecutive year of a project. The year that the cumulative benefits exceed the cumulative costs is the payback period year of the project. In other words, the year following the project payback period will see net profits or benefits to the project.  Sensitivity Analysis The calculated benefits and costs of a project may vary depending on differing assumptions about the input data and methodology applied in the cost benefit analysis. The range of potential outcomes for differing inputs can be gauged using a sensitivity analysis. A sensitivity analysis is also useful to determine the potential where the net benefits of the project will not be positive, as highlighted in the Figure below. For example, some projects calculated benefits and costs may be affected by how the project is scheduled, determining an appropriate project life span, the geographic scale of the impacts of the project and knowing what discount rate to select. https://www.paho.org/disasters/dmdocuments/SHT_CostBenefitAn alysis.pdf 2 . Describe two creativity theories and their application to workplace innovation. Guilford’s Structure of Intellect Model and Model of Creativity Guilford hypothesized one of the first models for the components of creativity. He explained that creativity was a result of having: 1. Sensitivity to problems, or the ability to recognize problems. 2. Fluency, which encompasses  Ideational fluency or the ability rapidly to produce a variety of ideas that fulfill stated requirements.  Associational fluency or the ability to generate a list of words, each of which is associated with a given word.  Expressional fluency or the ability to organize words into larger units, such as phrases, sentences, and paragraphs. 3. Flexibility, which encompasses

 Spontaneous flexibility or the ability to demonstrate flexibility.  Adaptive flexibility or the ability to produce responses that is novel and high in quality. This base theory stated that creativity was a result of cognitive ability (intellect) alone. Guilford categorizes creativity as just a specific subset of cognitive ability. Kerrie Unsworth's "Unpacking Creativity" theory Moving on from Guilford's model of cognitive ability, Kerrie Unsworth proposed that there was more than just raw intelligence that influenced the creative process. Unsworth argues that context was just as important of a factor of creativity as cognitive ability was. Specifically, Unsworth looked at two aspects of context: The problem type and motivation. Unsworth broke down each of these ideas into two categories to better explain each context that affects the creative process. Using the different types of motivation and problems, Unsworth created a matrix that broke down creativity into four types:  Responsive creativity: Externally driven with a closed problem type, this type of creativity has the least amount of opportunity for creative input but is often seen in occupational and professional scenarios.  Expected creativity: Externally driven with an open problem type, this type of creativity is most often seen in art and poetry where the problem is self-discovered.  Contributory creativity: Internally driven with a closed problem type, this type of creativity often deals with volunteer behaviours as the problem is known, but an individual exercising contributory creativity is doing so on their own will and not being forced by an extrinsic motivator.  Proactive creativity: Internally driven with an open problem type, this creativity is when dealing with an uncertain problem that must be found. Often synonymous with spontaneous creativity as a problem wasn't apparent but was found and creatively fixed. Application of the theories to workplace innovation From the second theory, we learn that Innovation is used regarding to the implementation of ideas whereas creativity describes only the generation of ideas. Also, we see that the context affects the creative process as much as cognitive ability. In a workplace, innovation has to happen when the problem type is known whether

open or closed. Knowledge is key in every aspect and thus our ability to use that knowledge is key in becoming innovative. Enhancing our knowledge tank through training and research activities can help be innovative in the workplace. https://moderncreativity.weebly.com/theories-of- creativity.html#:~:text=Guilford's%20Structure%20of%20Intellect %20Model,a%20man%20named%20J.%20P. %20Guilford.&text=Guilford%20hypothesized%20that%20every %20mental,a%20content%2C%20and%20a%20product . 3. Describe the diffusion of innovation theory and why a manager implementing an innovation may find this theory useful. Diffusion of Innovation (DOI) Theory, created by E.M. Rogers in 1962, is one of the most seasoned sociology speculations. It clarifies how, why, and at what rate new thoughts and innovation spread. The consequence of this dissemination is that individuals, receive another thought or innovation. Reception implies that an individual accomplishes something other than what's expected than what they had beforehand. The way to reception is that the individual must see the thought, conduct, or item as new or creative. It is through this that dispersion is conceivable. Appropriation of a thought or innovation is a procedure whereby a few people are more adept to receive advancement than others. In- dividuals who receive a development early have unexpected quali- ties in comparison to individuals who embrace an advancement later. When elevating advancement to an objective populace, it is essential to comprehend the qualities of the objective populace that will help or ruin the appropriation of the development. Manager implementing an innovation may find this theory useful be- cause the diffusion of innovation explains the rate at which con- sumers will adopt a new product or service. Therefore, the theory helps marketers understand how trends occur, and warns compa- nies of the likelihood of success or failure of their new introduction. https://www.smartinsights.com/marketing-planning/marketing-mod - els/diffusion-innovation-model/ 4. Outline the concept of a learning organisation. A learning organization is the term given to an organization which facilitates the learning of its employees so that the organization can continuously transforms itself. It is characterised by a deep commitment to learning and education with the intention of continuous improvement. The idea of the learning organization developed from a body of work called systems thinking. System

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thinking is applied when assessing the organization and its information systems that measure the performance of the organization as a whole and of its various components. The characteristics of a learning organization are factors that are gradually acquired, rather than developed simultaneously. The commitment by an individual to the process of learning is known as personal mastery. Individual learning is acquired through employee’s training, development and continuous self-improvement. However, learning cannot be forced upon an individual who is not receptive to learning. A learning organization has been described as the sum of individual learning, but there must be mechanisms for individual learning to be transferred into organizational learning. https://en.wikipedia.org/wiki/Learning_organization 5. Explain the concept of shared vision as an important organisational learning principle. Shared vision is where individuals in an organisation have a genuine vision to excel and learn, not because they are told to, but because they want to. The development of a shared vision is important in motivating the employees to learn, as it creates a common identity that provides focus and energy for learning. The most successful visions normally build on the individual visions of the employees at all levels of the organization. https://study.com/academy/lesson/senges-shared-vision-definition- lesson-quiz.html#:~:text=A%20shared%20vision%20is%20what,as %20part%20of%20the%20organization.&text=Rather%2C%20it%20is %20derived%20from,purpose%20for%20all%20organizational %20activities . 6. Explain the concept of team learning as an important organisational learning principle. The aggregation of individual learning comprises group learning. A learning association has structures that encourage group learning with highlights, for example, limit intersection and transparency. It expands on close to home dominance and shared vision. Workers should have the option to act together. At the point when groups adapt together then not just there are great outcomes for the association however the colleagues likewise develop all the more

quickly which couldn't have happened something else https://www.frontiersin.org/articles/10.3389/fpsyg.2019.01417/full 7 . Identify and discuss in detail five quality management and continuous improvement theories.  Demings hypothesis. Deming's hypothesis of Total Quality Management settles upon fourteen points of the board he distinguished, the arrangement of significant learning, and the Shewart Cycle (Plan-Do-Check-Act). He is known for his proportion – Quality is equivalent to the aftereffect of work endeavors over the absolute expenses. On the off chance that an organization is to concentrate on costs, the issue is that costs rise while quality break down. Deming's arrangement of significant information comprises of the accompanying four:  Framework Appreciation – a comprehension of the manner in which that the organization's procedures and frameworks work  Variety Knowledge – a comprehension of the variety happening and the reasons for the variety.  Information Theory – the comprehension of what can be known.  Brain research Knowledge – the comprehension of human instinct by monitoring the various sorts of learning related with an association, at that point quality can be introduced as a subject. Quality includes tweaking procedures utilizing information.  Crosby's Theory Philip Crosby is someone else credited with beginning the TQM development. He came to the meaningful conclusion, much like Deming, that on the off chance that you burn through cash on quality, it is cash that is all around spent. Crosby dependent on four absolutes of value the board and his own rundown of fourteen stages to quality improvement. Crosby's four absolutes are: o We characterize quality as adherence to necessities. o Prevention is the most ideal approach to guarantee quality. o Zero Defects (botches) is the presentation standard for quality. o Quality is estimated by the cost of dissention.  Joseph Juran's Theory Joseph Juran is in charge of what has turned out to be known as the "Quality Trilogy." The quality set of three is comprised of value arranging, quality improvement, and quality control. On the off chance that a quality improvement undertaking is to be fruitful, at that point all quality improvement activities must be deliberately arranged out and

controlled. Juran accepted there were ten stages to quality improvement. These means are:  An familiarity with the chances and requirements for development must be made  Improvement objectives must be resolved.  Organization is required for arriving at the objectives.  Training should be given.  Initialize ventures.  Monitor progress.  Recognize execution.  Report on results.  Track accomplishment of upgrades.  Repeat.  The EFQM Framework The European Foundation for Quality Management (EFQM) Model depends on nine criteria for quality administration. There are five empowering influences (criteria covering the premise of what an organization does) and four outcomes (criteria covering what an organization accomplishes). The outcome is a model that shuns recommending any one strategy, but instead perceives the assorted variety in quality administration strategies. The nine criteria as characterized by the EFQM Model seem to be:  Concentrate on Results – satisfying organization partners with results accomplished by partners is an essential core interest.  Concentrate on Customers – it is imperative that an organization's quality administration prompts consumer loyalty.  Steadiness of Purpose and Consistent, Visionary Leadership  Procedure and Facts structure the Management Focus – Management separates everything into frameworks, procedures and certainties for simple checking.  Preparing and Involving Employees – Employees ought to get proficient advancement openings and be urged to stay associated with the organization.  Persistent Learning – everybody ought to be furnished with open doors for learning at work.  Creating Partnerships – It is critical to energize organizations that increase the value of the organization's improvement procedure.  Social Responsibility of the Corporation – The Company ought to consistently act in a manner where it is capable towards the earth and society on the loose.  Ishikawa's Theory Maker of the last hypothesis, Dr. Kaoru Isikawa is frequently known for

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his namesake graph, yet he likewise built up a hypothesis of how organizations should deal with their quality improvement ventures. Ishikawa investigates quality from a human point of view. He calls attention to that there are seven fundamental devices for quality improvement. These instruments are:  Pareto Analysis – Pareto examination recognizes the enormous issues in a procedure.  Circumstances and logical results Diagrams – Cause and impact graphs help to get to the underlying driver of issues.  Stratification – Stratification examinations how the data that has been gathered fits together.  Check Sheets – Check sheets take a gander at how frequently an issue happens.  Histograms – Histogram’s screen variety.  Disperse Charts – Scatter graphs show connections between an assortment of variables.  Procedure Control Charts – A control outline figures out what varieties to centre upon. https://wps.prenhall.com/wps/media/objects/6280/6430931/11e/C07.pd f 8. Discuss the implications for businesses of Kotter’s 8-Step change model for transformational change. John Kotter is the greatest change the board master of this age. He has thought of an eight-advance model that can assist us with embracing change viably in an association, they are: 1. Create earnestness. Directors and pioneers must make a convincing reason for change in an organization. Building up a desire to move quickly starts the underlying inspiration to get things going. They should cause individuals to comprehend why the change is important. They should motivate individuals to move from the present state to a future state. A genuine and persuading discourse about what's going on in the commercial centre and with the challenge will make the earnestness that can manufacture and benefit from itself. 2. Form an amazing alliance. With huge change the board program it isn't sufficient that the undertaking chief or change supervisor does practically everything and correspondence. There is need of a group or an alliance of individuals that can do that. The chiefs need to recognize key individuals inside the association or the key partners who can go about as change pioneers or change champions to help implanted into the association. When shaped, the "change alliance"

needs to function as a group, proceeding to gather earnestness and speed around the requirement for change. 3. Create a dream for change. The vision must be short, clear, reasonable and ideally having a feeling component to it and an innovative component since it must be comprehended by the individuals influenced by the change. Change can be passionate and henceforth the need to convey in a manner that is pertinent to the individuals who hear it. An unmistakable vision can enable everybody to comprehend for what reason you're requesting that they accomplish something. At the point when individuals see with their own eyes what you're attempting to accomplish, at that point the mandates they're offered will in general bode well. 4. Communicate the vision. Exhibiting the vision, showing the vision and strolling the discussion and the change you need to see not simply composed or verbal correspondence. What you do with your vision after you make it will decide your prosperity. Your message will most likely have solid challenge from other everyday correspondences inside the organization, so you have to impart it much of the time and effectively and implant it inside everything that you do. When you keep it new on everybody's brains, they'll recall it and react to it. This greatly affects the business as individuals will act naturally determined in light of the vision. 5. Remove the obstructions. As individuals get into the thick of progress and into the genuine body of the work, they will discover that there might be physical hindrance or enthusiastic deterrents. This is the place the change group needs to step in and help the individuals to defeat those obstructions. Tuning in to individuals' fairs and concerns and looking for criticism. Make criticism circles so we can comprehend what is functioning admirably and what isn't working so well. How we can improve to conquer those obstructions is built up. Set up the structure for change, and persistently check for obstructions to it. Expelling hindrances can engage the individuals you have to execute your vision, and it can enable the change to push ahead. 6. Create the transient successes. Inside a brief timeframe outline (this could be a month or a year, contingent upon the sort of progress), you'll need to have some "speedy successes " that your staff can see. Without this, pundits and negative masterminds may hurt your advancement. This will keep the staff inspired and the business on an

upper hand. 7. Build on the Change. Many change ventures come up short since triumph is announced too soon. Genuine change runs profound. Snappy successes are just the start of what should be done to accomplish long haul change. Propelling one new item utilizing another framework is extraordinary. In any case, on the off chance that you can dispatch 10 items, that implies the new framework is working. To arrive at that tenth achievement, you have to continue searching for upgrades. Every achievement gives a chance to expand on what went right and recognize what you can improve. 8. Anchor the Changes in Corporate Culture. To roll out any improvement stick, it ought to turn out to be a piece of the centre of your association. The corporate culture frequently figures out what completes, so the qualities behind your vision must show in everyday work. Attempting ceaseless endeavours to guarantee that the change is found in each part of your association. This assistance give that change a strong spot in the association's way of life. It's likewise significant that your organization's chiefs keep on supporting the change. This incorporates existing staff and new pioneers who are acquired. https://www.kotterinc.com/8-steps-process-for-leading-change/ 9. Explain the purpose of the ISO 9000 Standards for Quality Management and the standards that are included. ISO 9000 is characterized as a lot of worldwide principles on quality administration and quality confirmation created to help organizations adequately archive the quality framework components expected to keep up an effective quality framework. They are not explicit to any one industry and can be applied to associations of any size. ISO 9000 assistance an organization fulfill its clients, meet administrative necessities, and accomplish constant improvement. The standards included are:  ISO 9001:2015: Quality Management Systems – Requirements. This determines prerequisites for a quality administration framework when an association: a) necessities to exhibit its capacity to reliably give items and administrations that meet client and material statutory and administrative prerequisites, and b) means to upgrade consumer loyalty through the compelling utilization of the framework, including forms for development of

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the framework and the affirmation of adjustment to client and pertinent statutory and administrative necessities. Every one of the necessities of this International Standard are conventional and are planned to be appropriate to any association, paying little heed to its sort or size, or the items and administrations it gives. This standard gives the essential ideas, standards and jargon for quality administration frameworks (QMS) and gives the establishment to different QMS benchmarks. This International Standard is expected to assist the client with understanding the central ideas, standards and jargon of value the executives, so as to have the option to adequately and proficiently actualize a QMS and acknowledge an incentive from different QMS benchmarks.  ISO 9004:2018: Quality Management - Quality of an Organization - Guidance to Achieve continued achievement. This gives rules for improving an association's capacity to make supported progress.  ISO 19011:2018: Guidelines for Auditing Management Systems This standard gives direction on reviewing the board frameworks, including the standards of examining, dealing with a review program and leading administration framework reviews, just as direction on the assessment of skill of people engaged with the review procedure. These exercises incorporate the individual(s) dealing with the review program, evaluators and review groups. https://asq.org/quality-resources/iso-9000#:~:text=ISO %209000%20is%20defined%20as,to%20organizations%20of %20any%20size . 10. Describe the concept of risk as identified in the Australia/New Zealand Standard for Risk Management (AS/NZS ISO 31000:2009). The definition of "risk" is no longer "chance or probability of loss", but "effect of uncertainty on objectives" thus causing the word "risk" to refer to positive consequences of uncertainty, as well as negative ones. Risk is defined in terms of the effect of uncertainty on objectives. An effect is a deviation from the expected, positive or negative. Objectives can have different aspects (such as financial, health and safety, and environmental goals.) and can apply at different levels. Risk is often characterised by reference to potential events and consequences or a combination of these. It is expressed in terms of a combination of consequences of an event and the associated

likelihood of occurrence. Risk management can be applied across an entire organisation to its many areas and levels, as well as to specific function projects and activities. https://www.iso.org/standard/43170.html 11. Describe the concept of risk management and outline the factors that make a risk management system successful and the factors that may inhibit effective risk management. Risk Management is the process of identifying, analysing and responding to risk factors throughout the life of a project and in the best interests of its objectives. Proper risk management implies control of possible future events and is proactive rather than reactive. Components that make risk management successful:  Communication and conference with inner and outer partners, where practicable, to pick up their contribution to the procedure and their responsibility for yields. It is likewise critical to comprehend partners' targets, with the goal that their association can be arranged and their perspectives can be considered in setting risk criteria.  Monitoring and survey, with the goal that proper activity happens as new dangers rise and existing dangers change because of changes in either the association's targets or the inner and outer condition in which they are sought after. This includes ecological checking by risk proprietors, control affirmation, accepting new data that winds up accessible, and learning exercises about dangers and controls from the examination of achievements and disappointments. The factors that may inhibit effective risk management:  Commitment and support from top management  Communication  Culture  Organizational Structure  Training  Information Technology  Trust https://www.businessaustralia.com/how-we-help/be-a-better- employer/managing-risk/best-practice-principles-for-undertaking-risk- management-on-your-business#:~:text=The%20Australian %20Standard%20AS%2FNZS,effect%20of%20uncertainty%20on %20objectives%E2%80%9D . 12. In your own words, describe the seven steps in the risk management process as outlined in AS/NZS ISO 31000:2009.

 Avoiding the risk by deciding not to start or continue with the activity that gives rise to the risk.  Accepting or increasing the risk in order to pursue an opportunity.  Removing the risk source.  Changing the likelihood.  Changing the consequences.  Sharing the risk with another party or parties (including contracts and risk financing).  Retaining the risk by informed decision. https://broadleaf.com.au/resource-material/iso-31000-2009-setting-a- new-standard-for-risk-management/ 13. Identify and outline three different sustainability practices common in Australian workplaces.  Go Energy Efficient. Even small steps such as installing energy efficient light bulbs can help reduce your carbon footprint and your utility bills. Before making the switch on a grand scale, test a number of different options in different places in the office. While sustainability has to be a priority, it cannot hinder productivity or indeed safety in more manual environments. Motion sensor lighting solutions are also gaining in popularity – as soon as people leave an area the lights will turn themselves off automatically.  Conserve Water. It can be easy to overlook, but water conservation continues to be of vital importance. One easy and cost-effective way to reduce your water consumption is to install water aerators in sinks. They reduce the volume of water, while maintaining the water pressure.  Recycle paper. Organizations often underestimate how much paper they waste on a daily basis. But when you think about it, the volume of printed documents and handwritten notes that get thrown away isn’t insignificant. There are a number of ways that organizations big and small can reduce the amount of paper they use. Firstly, encourage employees to think twice before printing any documents. Secondly, adjust the default setting on your printers to double page so that both sides are used for draft documents. And thirdly, consider reusing the non-printed side of used paper for note taking where possible. https://www.summertown.ae/top-7-sustainable-workplace-practices/

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