Assessment

Task 1
Identify and implement
business innovation
BSBMGT619

Student Declaration
To be filled out and submitted with assessment responses
◻ I declare that this task and any attached document related to the task is all my own work and I have not
cheated or plagiarised the work or colluded with any other student(s)
◻ I understand that if I am found to have plagiarised, cheated or colluded, action will be taken against me
according to the process explained to me

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 ◻ I have correctly referenced all resources and reference texts throughout these assessment tasks.
◻ I have read and understood the assessment requirements for this unit
◻ I understand the rights to re-assessment
◻ I understand the right to appeal the decisions made in the assessment

Unit Title
Unit Code

Student name

Student ID
number
Student Date
signature
1 28.07.2020
Task Number

------OFFICE USE ONLY-----

For Trainer and Assessor to complete:

◻ Student requested reasonable adjustment for the assessment

Question Marking Sheet - Assessor to complete.

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 Did the student satisfactorily address each question as
instructed:
Completed satisfactorily
S NY DN Comments
S S
Question 1
Question 2
Question 3
Question 4
Task Outcome: Satisfactory ☐ Not Yet Satisfactory ☐

Student Name:

Assessor Name:

Assessor Signature:

Date:

Table of Content

Student Declaration................................................................................................................................................2
Task 1 – Knowledge Questionnaire................................................................................................5

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 Question 1...................................................................................................................................................................6
Question 2...................................................................................................................................................................7
Question 3...................................................................................................................................................................7
Question 4...................................................................................................................................................................9

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 Task 1 – Knowledge Questionnaire
Task summary and instructions

What is this This assessment is a written questionnaire with a mix of

assessment task objective and subjective questions.
about?
The questionnaire is designed to meet the knowledge required
to meet the unit requirements safely and effectively.

The questions focus on the knowledge evidence required for

this unit of competency:

 identify internal and external sources of information about

business markets, customers and methods
 explain the structure and goals of the business and how this
impacts on business relationships, processes and methods
 compare and contrast the culture of the business versus
traditional business models
 outline legal, ethical and security issues relating to business
innovation.
What do I need to  submit your answers to the questions within the set
do to complete this timeframe,
task satisfactorily?  answer all questions as instructed,
 answer all questions using your own words and reference
any sources appropriately,
 all questions must be answered satisfactorily.

It is advisable to:

 review the questions carefully,

 answer the questions using online research and the learning
material provided for the unit and by reviewing real or
simulated relevant business documentation (such as policies
and procedures),
 further research the topics addressed in each question.

Specifications You must submit to GOALS the

 assessment coversheet,
 answers to all questions,

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 Task summary and instructions

 references.

Resources and • computer with Internet access,

equipment • access to Microsoft Office suites or similar software,
• learning material.
What will the Your assessor will be looking for demonstrated evidence of your
assessor be looking ability to answer the questions satisfactorily, follow instructions,
for? conduct online research and review real or simulated business
documentation, such as policies and procedures related to
project management.

Re-submission You will be provided feedback on your performance by the

opportunities Assessor. The feedback will indicate if you have satisfactorily
addressed the requirements of each part of this task. If any
parts of the task are not satisfactorily completed, the assessor
will explain why, and provide you with written feedback along
with guidance on what you must undertake to demonstrate
satisfactory performance. Re-assessment attempt(s) will be
arranged at a later time and date. You have the right to appeal
the outcome of assessment decisions if you feel that you have
been dealt with unfairly or have other appropriate grounds for
an appeal. You are encouraged to consult with the assessor
prior to attempting this task if you do not understand any part
of this task or if you have any learning issues or needs that may
hinder you when attempting any part of the task.

Answer all the questions below:

Question 1

You are a management consultant that has been hired by a company to explore
opportunities to innovate and reform the business. The company works in the
hospitality industry (chain of restaurants).
The Managing Director of the company asked you to find information about
current and potential:
 Business markets
 Customers
 Operational processes

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 Identify three (3) internal and three (3) external sources of information for each
of the categories above.
Internal sources External sources
Business markets Increase job satisfaction Target group is customers

Requires vision and planning Increase customer

satisfaction/experience
Communication between
(management) and Requires control and feedback
employees

Customers Internal customers are those External customers are more

colleagues and departments likely to be customers, users,
within your own organisation and stakeholders

Operational Performance expectations, Local government, suppliers,

processes Continuously improving Competitors
good and services, testing

Question 2

Explain how the structure and goals of a business impact on business

relationships, processes and operational processes. (100-150 words)
Record your answer in the space below.
Any company, whether new or existing, continuously scans the external environment
and looks for opportunities. Scanning the environment and identifying the opportunity
is part of strategy.  The company, in order to encash the opportunity provided by the
environment, creates appropriate structure with which to operate. This involves
checking out the competition, consumer trends, culture and other factors to formulate
strategy.
Organizational structure and strategy are dynamically related. A company's
organizational structure should be based on the result of the analysis of
organizational strategy.

Question 3

Compare and contrast the four (4) organisational cultures listed in the table below
versus the examples of traditional business models.

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 To compare and contrast:
 Identify similarities and differences
 When you look at the similarities and differences, what strikes you as
significant? This will be the essence of your analysis.
 Can the organisational culture and the business model work together? Or are
they destine to fail? Is there room for compromising?
(30-50 words/analysis)
Record your answer in the table below.
Organisational culture Business Model Compare and contrast
Clan Brick and mortar Clan cultures pros are
Clan cultures have a Brick-and-mortar refers to
friendly, collaborative a traditional street-side Productivity and company growth
culture and can be business that offers
compared to a large family products and services to its Clear communication
customers face-to-face in
Ideas and feedback
an office or store that the
business owns or rents.
Healthier working environment

Clan culture cons

Too much talk

The boss is not the best friend

Personality clashes

Inappropriate behaviour 

Brick and mortar Pros:

From the customer’s point of

view, a physical store allows
them to see and touch
merchandise, buy the
product immediately, be
certain about the product’s fit
or suitability, easily return
items, support local retailers,
and enjoy the atmosphere of
a physical shopping
experience

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 Organisational culture Business Model Compare and contrast
As a business owner, a
physical location can
eliminate the middleman,
provide face-to-face
interaction with customers,
and give you more control of
your stock.

Cons: Customers may have

traveling to your location,
may not find the products
they want, may not like the
look and feel of your store,
and not want to waste time &
effort shopping at a physical
store (when online shopping
is so much easier and faster).

Adhocracy Franchising
The root word here is “ad In a franchise operation, The ADHOCRACY is an
hoc.” An adhocracy is a the owner of the original externally-focused, highly
dynamic and innovative business, known as the innovative, and flexible
environment where franchisor, essentially sells company. This type of
employees are willing to the rights to use his brand organisation likes to take
take chances and leaders to an entrepreneur called a risks. Creative ideas and
diversity drive the company
are typically seen as franchisee. The franchisor
to success. Leadership is
inspirational innovators provides the franchisee
visionary, innovative and
willing to challenge with ongoing support in synergy-creating.  In times of
assumptions and take areas such as business uncertainty, this type of
risks. operations, marketing and organisation has the internal
obtaining financing. resources to reinvent itself. It
quickly makes sense of
ambiguity and instability as
adaptability and flexibility are
its main forces. The capacity
to innovate and become
memorable is what defines
success in this type of
company.

PROS AND CONS OF

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 Organisational culture Business Model Compare and contrast
FRANCHISE

Pros: A well-established and

loyal customer base,
marketing and business
support from the main office,
training, reputable suppliers,
new product development,
less risk than starting from
scratch.

Cons: High initial fees, plus

start-up costs (up to
$250,000), ongoing royalty
payments, advertising and
marketing fees, long-term
contract, locked in to buying
from approved suppliers,
limited creativity, long hours,
staffing headaches,
dependent on the franchisor’s
ultimate decisions.

Market Direct sales The MARKET-oriented

A market culture is a In a direct sales model, a company became popular in
culture in which the goal is business's own employees the ‘60’ when organisations
to get down to business, demonstrate and sell their were trying to adapt to the
new challenges of the
get work done, and products directly to the
market. A way to build an
achieve results. This is end consumer. This stands
effective organisation was to
often a competitive in contrast to retail adapt to market mechanisms.
environment, even among marketing, where a This organisation is externally
co-workers. business sells its products focused, continually looking
in large volumes to to compete, control, and gain
distributors and stores competitive advantage. This
rather than directly to end type of company operates
consumers through economic
transactions, seeking to
acquire new clients,
contracts, and sales.
Achieving goals and winning
are what hold this company
together — and making
money.

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 Organisational culture Business Model Compare and contrast

PROS AND CONS OF

DIRECT SALES
Pros: If done using the
single-level model, Direct
Sales can be very successful
for individuals with a
particular personality type
and temperament (assertive,
love being around people,
not afraid to hear rejection,
people-oriented, driven to
achieve goals).

Cons: Although this model

can be lucrative, it is very
expensive due to the
extremely high startup costs,
marketing and promotion,
website and eCommerce, and
—most significantly—the cost
of paying sales reps
(commissions, bonuses, gifts,
extravagant trips, training,
tools, etc.). Traditional direct
sales companies also limit the
geographic area where their
reps can sell. Many people
have become wary of the
intrusive, pushy nature of in-
home selling, despite its
popularity.

Hierarchy Traditional The HIERARCHY organisation

Process and procedure are organisational is internally focused, run by
everything in a hierarchy structure control, order and continuous
culture. Leaders are there In a traditional company, improvement. It is a
procedural and formalised
to monitor and facilitate the power flows from top
place to work. Leadership is
adherence to tried and to bottom; rank-and-file
quality-focused and has a
true ways of doing workers are viewed like long-term vision for the
business. Costs and cogs in the organization organisation as a predictable,
mistakes are kept low by and must implement stable structure based on
following the rules and the decisions for which they clear rules and formal

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 Organisational culture Business Model Compare and contrast
guidelines that have gotten had no input. policies.
the business this far in the
first place. Government PROS AND CONS OF
organizations are good TRADITIONAL
ORGANISATIONAL
examples of this type of
STRUCTURE
culture, as are
organizations where safety
is a primary concern— Low Creativity
health care and aviation,
for example. Communication problems

High cost

Less happiness

Question 4

Describe the four (4) legal, ethical and security issues relating to business
innovation listed in the table below.
(30-50 words/description)
Legal, ethical and security Description
issues relating to business
innovation.
Intellectual Property Intellectual property (IP) is a category of property that
includes intangible creations of the human mind. There
are many types of intellectual property, and some
countries recognize more than others. The best known
types are copyrights, patents, trademarks and trade
secrets.
Anti-competitive conduct Anti-competitive practices are business, government, or
religious practices that prevent or reduce competition in a
market. The discussion about the morality of some
business practices, called anti-competitive, continued in
both economic history and popular culture.
Conflict of interest Conflict of interest (COI) is a situation in which one
person or organization deals with multiple interests,
financially or otherwise, and serving one's interest may
involve working against another.
Data security Data security means protecting digital data, such as in the

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 Legal, ethical and security Description
issues relating to business
innovation.
database, from destructive forces and unwanted actions
from unauthorized users, such as cyber attacks or data
breaches. We

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