Essays on After Action Review of Swinburne Case Study

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The paper "After Action Review of Swinburne" is an outstanding example of a management case study.   Working as a team requires the use of the four management concepts including planning, organising, leading, and controlling. The following report aims at offering an after-action review of the group work’ s performance. It will encompass, the events that transpired, what was done well, and what could have been improved. The main aim of the group was to examine the organising function of management at the Swinburne University, Department of Associate Director of Operations. What was supposed to happen The group was expected to research and make a presentation on the topic Organisation at Swinburne specifically in the Department of Associate Director of Operations.

All five group members were expected to develop their own strategy on how to research organisation at Swinburne. After, researching, the group was expected to discuss their research and make a presentation as the whole group. The research involved asking questions to the current associate director of operations as well as conducting additional research from journals and studies. Each group member was expected to contribute to the group discussions and also be able to make the presentations.

The group was also expected to function as a team to realize these goals. Likewise, the group was expected to function as a team in terms of implementing the four concepts of management including planning, organising, leading, and controlling in their group work processes. Being a group work, it was expected that trust would be a potential challenge in its processes and effectiveness. According to HHH, most teams lack the level of trust needed to ensure effective performance and achievement of goals. What actually happened The task was completed successfully based on how the group handled its processes.

The team began by applying the concept of organising where tasks and topics were divided. Organising involves the establishment of an administrative structure and assigning human resources to ensure the achievement of objectives (Schraeder et al. 2015, p. 59). The group assigned a group leader who was charged with overseeing the vision of the group as well as motivating employees. Again, the group also allocated a meeting facilitator, meeting minutes taker, and a timekeeper.

The group later planned its activities based on the initial purpose of the main topic. A total of four meetings were set up and attended by all members. Tasks were divided and agendas developed where all ideas were discussed openly in group meetings. All the required research and individual tasks were accomplished effectively. The presentation was developed and delivered by each member of the group that received positive feedback from the tutor. Overall, the group performed substantially well. What we did Well The first area we did well was in terms of planning.

Planning involves the establishment of a team’ s or organisation’ s development of direction in terms of goals and objectives (Schraeder et al. 2015, p. 58). The five group members came on board with varying goals as each member anticipated different marks for the group presentation. However, through planning, the group was able to divide tasks among members making it easier to achieve the overall goal. Besides, the team also developed different agendas. Each group member was involved in the decision-making process to determine these tasks and agendas. This is what is known as enhancing employee involvement in decision making when it comes to planning.

Allowing employees to be involved in developing goals, objectives, or sharing of tasks enhances the quality of an organizational plan (Schraeder et al. 2015, p. 58). Based on the varying knowledge and skills of each group me member, their involvement offered valuable insights to developing a plan for the group. This follows the explicit decision rules of X-teams that support decision procedures that adjust to new circumstances (Ancona et al. 2002, p.

37).

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