Assessing Rewards And Motivation: Grand Wines Case Study

Task 1 : SWOT analysis

1. Assess the practices used by the organisation selected to reward and motivate the employees. You are expected to show a deep understanding of extrinsic and intrinsic rewards and various theories of motivation (e.g. Maslow’s Hierarchy of Needs Theory, Herzberg’s Two Factor Theory, Alderfer’s ERG Theory, Expectancy Theory and Equity Theory). Based on your assessment, provide recommendations and justify your recommendations by relevant theories. (2500 words, 10% more/less)

2. Critically evaluate two Human Resource Management (HRM) functions of the organisation selected. Consider highlighting the differences between the traditional practice of Personnel Management (PM) and modern practices of HRM. (1500 words, 10 % more/less)

Grand Wines a company based in Sydney, Australia is losing out on its customers due to lack of automated database systems (Cleland, 2006). The company is on its path to implement a project which will lead to connecting all 400 outlets and stores of the company by way of computation. This will not only help timely delivery of stocks and meeting customer demands but also reduce customer dissatisfaction. The automated systems functionality will help improve overall performance of the entire system with improvised techniques and inventory system connections. This system will also help reduce human error which omits recording certain pertinent data or records of sales. The case study report is organized into three tasks, first analysis The company’s strength, weakness, opportunity and threats, then a Project charter is build, post which a communication plan which will help communicate details regarding the project to all employees.    

Strength ·         High quality of wine Save Time On Research and Writing Hire a Pro to Write You a 100% Plagiarism-Free Paper. Get My Paper ·         Existing customer base ·         Strong and capable employee strength ·         Supplier system efficiency ·         Existing liquor store being 400 in number	Weakness ·         Lack of database to cater to customer demands ·         Inefficient supply system ·         Lack of technological competitive skills
Opportunity ·         Increase customer base ·         Train employees such as to meet customer demands and enhance satisfaction levels ·         Increase delivery stock and inventory position such that no order is lost. ·         Reduce human error in data entry by computation of processes (Cicmil, 2006)	Threats ·         Overshadowing of Competitive power ·         Loss in market share ·         Loss of valuable customers ·         Lack of loyal employee base

Table 1 : Grand Wines SWOT Analysis

Source : Author

Title of the project : Automation and Data Entry System for Inventory Management 

Name of the Project Manager : 

Email of the Project Manager: 

Duration of the project: 6 Months 

High level budget: AUD 60000.00 

• To attain competitiveness in the market
• To service customers in a beater way
• To enhance delivery speed and prevent delays in ordering
• To increase customer satisfaction
• To enhance delivery without mitigating human error

• Factors specific which can determine the project comparability to determine success or rate of failure are customer delivery improvement time.
• Identification of specific deliverables, preparing delivery time schedules such that sales representatives can deliver, prepare customer demand schedule and so on.
• Agency-specific deliverables in reducing human errors that might creep in due to recording, hence these needs to be attained (Baker, 2008).
• Date due for the project to be delivered is 6 months.
• Identifying milestone as well as their exit points, are in capability of data entry systems.
• Factors should include a specific metrical comparison with competitors analysis.

During the course of the project assumptions made during the course, are in accordance to attaining full customer satisfaction from data entry and automation.

Highlighting all constraints that might entail the limitations which required to be addressed are high amounts and volumes of data. The project need also overcome data complexity and variability (Fortune, 2006). 

The relevant and necessary stakeholders includes the sponsor, executive members and few important members that are required to contribute to high level decisions as external stakeholders. Internal stakeholders include employees, staffs, managers and other members of the organization.

Avoidable pitfalls needs to be identified, are in regards to project timely delivery. The project should adhere to overall costs such that costs do not shoot up (Burke, 2013).

The project will run after its application and there needs to be test run. But such application has to be tested and challenges needs to be overrun.

Charter Sign off 

• Plan purpose – The project needs to develop a full proof plan for communicating its objectives throughout the organization. This includes selecting relevant modes and appropriate sets of communications for each and every individual (Martin, 2010). As project will be implemented from upper management levels, middle and low level employees will be communicated using billboard message, series of meetings, one to one communication and training sessions conducted. Three will also be a system of feedback undertaken such that each stakeholders internal to the organization has relevant idea and concept regarding the implementation of the project schedules and deliverables.
• Identification of stakeholders – There are two pertinent type of stakeholders who will be impacted from application of such projects as external and internal stakeholders. Stakeholders for the most important persons for coordinating and implementing any type of changes. Thus, stakeholder identification is a vital step towards adherence of project management. While external stakeholders will not have such a pertinent role in application of the projects, internal stakeholders have a significant role. External stakeholder for the company is customers, governmental agencies, agencies and so on. Internal stakeholders include employees, staffs, shareholders, sponsors, managers, team leaders and so on. 
• Information to be shared – The project information communication that needs to be shared are project deliverables, project details including software hardware details and other relevant information. Project due dates and costs also needs to be communicated such that its application does not lead to costs or time overruns. Expectations from such projects implications and so on (Haykin, 2008). All relevant information regarding progress of the project has to be shared such that employees are in the track for project development.
• Frequency of information exchange – There needs to continuous exchange of information regarding project deliverables, project expectable and so on. The due date and functioning of such projects also needs to be communicated such that proper deliverables can be expected from them. Employees need to be communicated weekly basis regarding the project. Whereas senior managers and team leaders have to receive feedback on monthly basis. 
• Location of information exchange – The central office of the company will act as the key location for the disbursing communication regarding the project. However, all offices and stores will also be instrumental in communicating information regarding deliverables for the project.
• Purpose of communication – The communications once held effectively will help in proper application for the project and its timely submissions (Graham, 2006). Communication will also ensure clarity of information flow and proper understanding regarding the project. The primary focus of such type of communication is to ensure that all internal stakeholders have relevant information regarding the project keys.
• Mechanism for communication – The medium in order to communicate will include message group, physical meeting, phone, email and so on. All modes of communication will be applied for updating all stakeholders regarding the project commencement. Along with all forms of communication modes accepted there also needs to be one to one communication with the employees, who will be leading the change agent causes hence will help adopt the project procedures.
• Change management –The team will need to handle changes in the project, whether it is in terms of project scope, schedule, or resources. The project scope needs to implement automated data management and deliverables hence it includes proper training and management of resources. This change can be brought with a change management leader, who will adopt and guide through a process of change. This entails the team plans such that changes can be communicated and team plans to make decisions regarding changes. Change management requires proper handling of employees and organization such that the entire organization can benefit from such procedures. A change management will also encourage proper application of the project by assessing training and developmental needs. A proper feedback system initiated will cater to attending any challenges or flaws in the system, thereby overcoming the same. Employee feedback will help generate a proper and appropriate training schedule according to their availability and knowledge or skill levels.    
• Meeting agenda – An overview of the team plans such as to accomplish in each of its meetings, and documentation goals and objectives for meetings, such that team can accomplish project objectives. A meeting agenda specifying deliverables from the project and its timely completion has to be ascertained. Meeting agenda is fixed at aiming the particular target accomplishment for the project. The wine company needs to overtake its competitors and establish its market capabilities. The primary focus of this project is to enhance customer satisfaction levels. With automated data entry and processing deliverables will be increased. It will also benefit employees and staff who will be satisfied from such systems.

Reference Lists

Baker, B. N. (2008). Factors affecting project success. Project Management Handbook, Second Edition, 902-919.

Burke, R. (2013). Project management: planning and control techniques. New Jersey, USA.

Cicmil, S. W. (2006). Rethinking project management: researching the actuality of projects. International Journal of Project Management, 675-686.

Cleland, D. L. (2006). Project management. McGraw-Hill Professional.

Fortune, J. &. (2006). Framing of project critical success factors by a systems model. International Journal of Project Management, 53-65.

Graham, M. B. (2006). Disciplinary practice(s) in business communication, 1985 to 2004. Journal of Business Communication, 43, 268-277.

Haykin, S. (2008). Communication systems. . John Wiley & Sons.

Martin, J. a. (2010). Intercultural communication in contexts.