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This assignment aims to develop students' understanding of the Internal Process management model through the integration of theory and practice. Additionally, it continues to further develop the skill of reflective practice, which students were introduced to in assignment 1.
Students are to write a reflective essay (max 750 words) which details how one of the Internal Process Management Competencies (MCs) has been 'experienced' in the workplace. As part of this task students should clearly and accurately identify how their experience of the chosen MC is consistent with the characteristics of the Internal Process model.
Note: students need not have direct involvement with the management competency but simply observed its development, implementation or outcome in an organisational setting.
Students with no workplace experience on which to base their essay will need to identify and interview someone who can provide the required first-hand insight. A friend or family member would be suitable for this purpose.
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In the current globalised scenario, with the presence of well-structured business laws, companies are subject to regulatory compliance (Stucke 2013). In accordance with the law, companies develop their code of conduct and business ethics programs to avoid being penalised for legal violations. To foster a productive environment for employees that encourage ethical behaviour, companies are adopting a comprehensive approach beyond the disciplinary point of legal compliance. This essay is based on my discussion with a restaurant manager in the suburbs of Sydney.
I understood from the manager that restaurants are subject to different legal norms. If a restaurant fails to meet these standards, then it is fined and/, or the officials are punished. He quoted a few examples of restaurants that were fined for failure to meet food standard and employment regulations. Such penalties and news coverage hinders the reputation of restaurants and affects business over the long run if corrective measures are not undertaken. I observed that he is keen to maintain compliance in his restaurant to avoid any such issues.
When I questioned him about how he ensures that compliance of different regulations is meted out, he stated that he adopts a systematic approach (Alexandra & Fort 2015). Based on Aristotle's view that ethics is a habit of virtue that is designed and developed through practice (Marsh 2013), his restaurant has developed codes of conduct specifying appropriate behaviour, along with a system of incentives, audits, and controls. He said that being compliant is to be instilled in the organisation which begins with its employees. This includes a formal code of conduct policy statement, informal constraints, offering incentives, setting values and norms and maintain high-level of expectations. I found that these measures have an influence on employee behaviour as well as on the third parties who are involved in the day-to-day business operations. These control measures tend to promote employee’s conscientiousness and honesty.
I observed from our discussion that the measures adopted by the manager for compliance aim to create organisational integrity. When I questioned about his intentions for a compliance program, he stated that restaurant or any organisation comprises of a group of people who share common interests and values and are teamed together to achieve a goal. He stated that if the employees and other interested parties like suppliers act together to achieve the set goals, success follows and any distractions result in failure. Creating a sense of integrity among employees, strengthen the restaurant's operations and helps the management to avoid risks (Zarim & Zaki 2016). It also helps to develop employee and stakeholder engagement. I realised that when the organisational culture promotes integrity, it forms a strong foundation of the compliance program of the restaurant. When it is adopted in a correct manner, it creates a competitive advantage and adds values to the intangible assets of the restaurant or any other company.