Chapter 13
BSBCMN312A—Support innovation and
change
BSBCMN313A—Maintain environmental
procedures
BSBCMN314A—Utilise a knowledge
management system
BSBCMN315A—Work effectively with
diversity
Copyright  2007 McGraw-Hill Australia Pty Ltd
PPTs t/a Office Skills: A Practical Approach 4e by Horsfall and Turner
Slides prepared by David Plowman
13-1
Contents 1
• Innovation and change
– Improved work practices (BSBCMN312A/01)
– Innovative work practice (BSBCMN312A/02)
– Implement innovation (BSBCMN312A/03)
• Environmental maintenance
– Working procedures (BSBCMN313A/01)
– Continuous improvement (BSBCMN313A/02)
– Recording procedures (BSBCMN313A/03)
Copyright  2007 McGraw-Hill Australia Pty Ltd
PPTs t/a Office Skills: A Practical Approach 4e by Horsfall and Turner
Slides prepared by David Plowman
13-2
Contents 2
• Knowledge management systems
– System access (BSBCMN314A/01)
– System use (BSBCMN314A/03)
– Work practice improvement(BSBCMN314A/04)
• Working with diversity
– Individual recognition (BSBCMN315A/01)
– Working together (BSBCMN315A/02)
• Summary
Copyright  2007 McGraw-Hill Australia Pty Ltd
PPTs t/a Office Skills: A Practical Approach 4e by Horsfall and Turner
Slides prepared by David Plowman
13-3
Improved work practices
(BSBCMN312A/01)
Change and your workplace
• Creativity is the generation of a new idea
• Innovation is converting a new idea into a better
product or service
• Establishing a climate for change/innovation
–
–
–
–
–
Accepting change
Encouraging new ideas
Fostering interaction
Accepting failure as part of the price of change
Recognising new ideas/processes
Copyright  2007 McGraw-Hill Australia Pty Ltd
PPTs t/a Office Skills: A Practical Approach 4e by Horsfall and Turner
Slides prepared by David Plowman
13-4
Improved work practices
(BSBCMN312A/01) cont.
Organisational creativity and innovation within the life cycle of
the firm
• Creativity will occur early in the life of a business when
growth is rapid and the environment is based on optimism
and energy
• Direction of ideas and innovation will decline as the
business grows and the hierarchy becomes entrenched
• Delegation of ideas will tend to flow down as roles and jobs
formalise into departments
• Coordination of ideas will slow as managers try to justify
their roles and rules and regulations interfere with problem
solving
• Collaboration between individuals and departments with
innovative ideas will need encouragement if the business is
not to go into stagnation and decline
Copyright  2007 McGraw-Hill Australia Pty Ltd
PPTs t/a Office Skills: A Practical Approach 4e by Horsfall and Turner
Slides prepared by David Plowman
13-5
Improved work practices
(BSBCMN312A/01) cont.
Feedback will improve the flow of ideas
• Individual feedback
– Given directly and with real feeling
– Being specific, with recent examples
– The timing of the feedback is appropriate
• Group feedback
• Communicating ideas can be enhanced by:
–
–
–
–
Group discussions
Departmental meetings
Open communications
Employee participation in decision making
Copyright  2007 McGraw-Hill Australia Pty Ltd
PPTs t/a Office Skills: A Practical Approach 4e by Horsfall and Turner
Slides prepared by David Plowman
13-6
Innovative work practices
(BSBCMN312A/02)
Strategies to improve work practices
• Training. All staff, regardless of their role within an
organisation, will at some stage need to attend training
courses
• Group development is another way of encouraging work
groups to foster team spirit and reduce conflict
• Intergroup development can also be a valuable tool to
encourage cross-communication
• Organisational goal attainment should be made clear to all
staff
• Stabilisation of policies that encourage positive changes
must have high priority in management thinking
Copyright  2007 McGraw-Hill Australia Pty Ltd
PPTs t/a Office Skills: A Practical Approach 4e by Horsfall and Turner
Slides prepared by David Plowman
13-7
Innovative work practices
(BSBCMN312A/02) cont.
Consequences of new ideas
• The need to identify all risk factors
– Will a proposed innovation involve an increase in the use
of resources beyond the projected savings?
– Will the current staff have the skills to implement the
innovation?
• Need to identify availability of resources and
support from senior management
• Identification of staff roles and responsibilities will
need to be worked through before the change can
be translated into practice
Copyright  2007 McGraw-Hill Australia Pty Ltd
PPTs t/a Office Skills: A Practical Approach 4e by Horsfall and Turner
Slides prepared by David Plowman
13-8
Implement innovation
(BSBCMN312A/03)
Innovation needs support through:
• Establishment of goals
• Defining the present situation
• Identifying aids and barriers to goals
• Developing a plan to reach the goal, taking these factors into
consideration
Innovation leads to a change process
• Unfreezing or making staff aware that a change is about to
occur
• Implementing the change
• Refreezing or locking in the new behaviour with supporting
mechanisms such as praise or rewards
Copyright  2007 McGraw-Hill Australia Pty Ltd
PPTs t/a Office Skills: A Practical Approach 4e by Horsfall and Turner
Slides prepared by David Plowman
13-9
Implement innovation
(BSBCMN312A/03) cont.
External forces for change
• Legal or changes to legislation
• Government policies
• Competitors
• Technological advances
• Increased labour, raw material costs
• Staff turnover
Internal forces for change
• Organisational restructuring
• Technological advancement
• Business goals
• Attitudes of staff
• New work practices
Copyright  2007 McGraw-Hill Australia Pty Ltd
PPTs t/a Office Skills: A Practical Approach 4e by Horsfall and Turner
Slides prepared by David Plowman
Resistance to change
1. Long established
practices and attitudes
2. If a change is not
entirely implemented,
staff will revert to old
practices
13-10
Working procedures
(BSBCMN313A/01)
A safer working environment
• Sustainability and the change to environmentally
friendly practices in the office
–
–
–
–
Recycled paper
‘Green’ equipment
Natural furnishing products
Use of natural light
• Acceptance of environmental management
systems (EMS) which are now internationally
recognised (AS/NZS ISO 14001) and can be used
to improve the environmental performance of the
organisation over time
Copyright  2007 McGraw-Hill Australia Pty Ltd
PPTs t/a Office Skills: A Practical Approach 4e by Horsfall and Turner
Slides prepared by David Plowman
13-11
Continuous improvement
(BSBCMN313A/02)
The ‘paperless’ office is now further away than ever,
but to reduce excess demand we can:
• Print double-sided documents where appropriate
• Use electronic methods (email) for internal
communications
• Use on-screen editing and spellcheck
• Create a series of templates for commonly used
documents
• Reuse envelopes, especially for internal circulation
• Reuse manila folders
• Use china cups instead of disposable ones
Copyright  2007 McGraw-Hill Australia Pty Ltd
PPTs t/a Office Skills: A Practical Approach 4e by Horsfall and Turner
Slides prepared by David Plowman
13-12
Recording procedures
(BSBCMN313A/03)
Environmental records
• Maintenance of Material Safety Data Sheets
(MSDS) for all hazardous materials used by your
organisation
• HAZCHEM is a system of warning signs for
buildings that store or handle dangerous goods
Copyright  2007 McGraw-Hill Australia Pty Ltd
PPTs t/a Office Skills: A Practical Approach 4e by Horsfall and Turner
Slides prepared by David Plowman
13-13
System access (BSBCMN314A/01)
Knowledge management. A system that recognises
that any organisation should seek to make the best
use of knowledge in order to create new
knowledge, increase awareness and understand
the process
• Accessing the system requires you to:
–
–
–
–
Follow all policies and procedures
Use office equipment as specified in user manuals
Follow all OH&S procedures
Maintain and follow all standards for verbal and nonverbal communications
– Observe established corporate ethical standards
Copyright  2007 McGraw-Hill Australia Pty Ltd
PPTs t/a Office Skills: A Practical Approach 4e by Horsfall and Turner
Slides prepared by David Plowman
13-14
System use
(BSBCMN314A/03)
All employees, when facing a new situation, should:
• Search the knowledge base for a precedence
• Recall similar but different sets of circumstances in
an attempt to find an answer or solution
• Use a synergistic approach to make or develop a
new or novel solution to the situation
• Record actions taken for future reference
Note 1. Synergy can be
defined as ‘the sum is
more than the parts’ or
2+2=5
Note 2. Wisdom comes
from experience and
making mistakes, not
from an organisational
data base!
Copyright  2007 McGraw-Hill Australia Pty Ltd
PPTs t/a Office Skills: A Practical Approach 4e by Horsfall and Turner
Slides prepared by David Plowman
13-15
Work practice improvement (BSBCMN314A/04)
Feedback is a powerful tool in knowledge creation. It
must be constructive, whether positive or negative,
and should:
• Be focused on behaviour rather than personal
• Take into account the needs of the receiver
• Be immediate rather than delayed
• Not overload any individual
• Be aimed at what is said or done and how, never
why
Feedback can be used in work groups or teams
where the dynamics of personal interaction will be
most effective
Copyright  2007 McGraw-Hill Australia Pty Ltd
PPTs t/a Office Skills: A Practical Approach 4e by Horsfall and Turner
Slides prepared by David Plowman
13-16
Individual recognition
(BSBCMN315A/01)
Recognising and respecting individual differences is
an essential leadership skill
• Our Australian society is a diverse culture
• Every aspect of our working lives is affected by
this diversity
• We all need to be aware of our own predisposed
cultural biases, identity, prejudices and
stereotyping of others
• Equal employment opportunities principles should
be adopted by all organisations when interviewing
and employing staff
Copyright  2007 McGraw-Hill Australia Pty Ltd
PPTs t/a Office Skills: A Practical Approach 4e by Horsfall and Turner
Slides prepared by David Plowman
13-17
Working together
(BSBCMN315A/02)
• Managing diversity and affirmative action
– Managing diversity means using the abilities of all
employees to contribute to corporate goals
– Affirmative action focuses on redressing historical
imbalances for specific groups, e.g. employing women at
rates of pay equal to men’s
• Dealing with customers’ special needs
– If English is not the customer’s preferred language it pays
to speak more concisely and slowly
– Asian cultures differ from ours in many ways; we need be
aware of their attention to protocol and manners
– A customer’s religion should be no barrier to providing the
same level of courtesy and service we would expect for
ourselves
Copyright  2007 McGraw-Hill Australia Pty Ltd
PPTs t/a Office Skills: A Practical Approach 4e by Horsfall and Turner
Slides prepared by David Plowman
13-18
Summary
• Creativity is defined as the generation of new ideas and
innovation as the translation of ideas into better products and
services.
• Innovation is encouraged through acceptance of new ideas,
permitting more interaction and tolerating failure.
• An indoors office environment can be unhealthy due to
synthetic materials and poor lighting.
• Environmental records are kept in order to reduce everyday
environmental impacts.
• Knowledge management seeks to make the best use of all
knowledge that is available to the organisation.
• Working with diversity means acknowledging individual
differences in people and responding accordingly.
Copyright  2007 McGraw-Hill Australia Pty Ltd
PPTs t/a Office Skills: A Practical Approach 4e by Horsfall and Turner
Slides prepared by David Plowman
13-19