How to Apply Kotter’s 8-Step Model in BSNS5204 Office Management Assessment 2
To apply Kotter’s 8-step model in BSNS5204 Assessment 2, treat each step as a mini action plan for Kākāriki Auaha: name the action, the person responsible, the timeframe and how success will be measured. Answer every bullet in the brief, use the case study extension facts, and link each step back to the three revised operational goals.
You have a 2,000-word report, a case study, a case study extension and a brief that asks for very specific numbers: two examples here, three channels there, two quick wins later on. Task 2 alone carries 65 of the 100 marks. That is where this guide spends most of its time.
Short on time? See similar tasks in our solved assignment questions or ask a business expert for guidance for model answers and draft feedback, handled confidentially.
What BSNS5204 Assessment 2 actually asks for
BSNS5204 Office Management sits in the Open Polytechnic’s New Zealand Diploma in Business (Level 5) (Administration and Technology). Assessment 2 is worth 60% of the course. You play the office manager at Kākāriki Auaha after the company signs a partnership with a European eco-friendly technology firm.
The case study extension lists five challenges: meeting international standards, cultural adaptation, data security, a tight budget for new tools and staff resistance. It also sets three revised operational goals. Your report has to show how the office can support those goals.
| Task | Marks | Word guideline | Share of effort |
|---|---|---|---|
| Task 1: Office manager duties | 20 | 400 | About 20% |
| Task 2: Kotter’s eight steps | 65 | 1,300 | About 65% |
| Task 3: Māori values | 15 | 300 | About 15% |
Notice the neat match between marks and words. The brief is telling you how to spend your effort. A common slip is writing 700 words on Task 1 and running out of space for Step 8.
Kotter’s 8-step model in BSNS5204: step by step
Kotter’s 8-step model is a sequence for leading organisational change, first set out in his 1995 Harvard Business Review article on why transformation efforts fail (Kotter, 1995). It moves from creating urgency through to anchoring new ways of working in the culture. In BSNS5204 you apply it to administrative change, not company-wide strategy.
Steps 1 to 3: urgency, coalition and vision
Step 1 needs two specific examples of admin functions that hold Kākāriki Auaha back. Good candidates are inconsistent procedures between sites and an older CRM that cannot support analytics. Then spell out the consequences: failed compliance checks, duplicated work, poor decisions.
Step 2 asks who from the office team should lead and why. Name roles, not just “staff”. Explain how you will build commitment, for example through a coalition charter and regular check-ins.
Step 3 needs a vision that mentions customer satisfaction, sustainability and the global workforce culture. Keep it to one or two sentences people could repeat.
Steps 4 to 6: communicate, remove obstacles, quick wins
Step 4 wants three channels and strategies that reach staff in different locations. Meetings, email bulletins and recorded video updates are the obvious trio. The marks come from the strategy behind each, such as recording updates for staff in other time zones.
Step 5 is where the budget challenge belongs. Phasing purchases, using existing tools first and offering hands-on training are realistic empowerment strategies.
Step 6 needs two quick wins and two ways to celebrate them. Choose wins that are cheap and visible within weeks.
Steps 7 and 8: build and anchor
Step 7 covers how you will keep communicating and how you will reward contributors. Step 8 asks for two steps that embed the change, such as building new procedures into induction and running regular review sessions. Link Step 8 to the 10% employee-satisfaction target.
Want feedback on your own Kotter plan? Talk to a business expert for model answers and draft feedback, handled confidentially.
Kotter vs Lewin vs ADKAR: why the brief picks Kotter
You may have met other change models in earlier courses. The brief names Kotter, so use it as your structure. A brief comparison can still show markers you understand why it fits.
| Model | Structure | Strength for this case | Limitation |
|---|---|---|---|
| Kotter (1995) | Eight leader-driven steps | Detailed enough for a multi-site action plan | Can feel top-down if staff voice is missing |
| Lewin (unfreeze, change, refreeze) | Three stages | Easy to explain | Too broad for a 1,300-word action plan |
| ADKAR (Hiatt, 2006) | Five individual outcomes | Useful for training and resistance | Focuses on individuals, not the office system |
Do not spend more than two sentences on this comparison in your actual report. The marks are for application.
Weaving in whānaungatanga, kaitiakitanga and rangatiratanga
Task 3 asks how the office manager can embody three Māori values while running the Kotter process. Define each briefly, then describe a behaviour.
- Whānaungatanga (relationships, belonging): open coalition and partner meetings with whakawhanaungatanga so people connect before the work starts.
- Kaitiakitanga (guardianship): protect shared data and staff wellbeing during the change, and connect this to sustainable practice.
- Rangatiratanga (leadership, self-determination): lead by example and let staff shape the procedures they will use.
Te Arawhiti’s Guidelines for engagement with Māori are a credible source for the idea of early, genuine engagement (Te Arawhiti, 2018). Check meanings in Te Aka Māori Dictionary rather than relying on memory. Our BSNS5204 Kotter action plan sample shows a full eight-step table (for reference only).
Where students lose marks (and how to fix it)
| Where marks are lost | What markers want instead |
|---|---|
| Describing Kotter’s steps in general terms | Kākāriki Auaha’s people, systems and goals inside every step |
| Giving one quick win, or two channels | The exact counts the brief asks for |
| Ignoring the budget challenge | Phased, low-cost options in Step 5 |
| Single-sentence Māori values | A concrete behaviour per value, tied to a step |
| Thin referencing | APA 7 in-text citations and a full reference list |
A solid report often drops a grade band because Steps 7 and 8 were rushed. Learners write the first five steps carefully and then run out of time. Plan your word count per step before you start.
Mark-maximising checklist for BSNS5204 Assessment 2
- Task 1 covers all three revised operational goals.
- Each Kotter step has its own heading.
- Two examples (Step 1), three channels (Step 4), two strategies (Step 5), two wins and two celebrations (Step 6), two embedding steps (Step 8).
- A summary action plan table with owner, timeframe and measure.
- All three Māori values explained with behaviours.
- Case study extension facts used, including the 10% satisfaction target.
- APA 7 references, numbered pages, one file through iQualify.
Common questions about this assessment
The usual worries are: how detailed should each step be, can I use a table instead of paragraphs, and how do I write about Māori values without getting it wrong? A table plus short discussion works for Task 2. For Task 3, accurate definitions and specific behaviours are safer than broad statements.
Before you submit
Read the brief one more time with a highlighter and count. Two examples, three channels, two wins. If any count is short, fix it before you polish the wording. If you are stuck on a step or worried about Task 3, our management assignment experts can give structured guidance and feedback on your draft, and our diploma assignment help page explains how we work.
Ready for BSNS5204 guidance from a business expert? Submit your brief now for model answers and draft feedback, handled confidentially.
Frequently asked questions
How many words should each Kotter step get in BSNS5204?
With a 1,300-word guideline for eight steps, aim for roughly 150 to 180 words each. Steps 1 and 6 usually need a little more because they ask for several items. Keep a summary table separately so it does not eat into your discussion.
Can I present Task 2 as a table?
Yes, a table is a good way to show actions, owners, timeframes and measures. Add short paragraphs underneath that discuss and justify each step, because the rubric rewards explanation as well as planning.
Do I need to reference the case study?
Yes. Cite the Kākāriki Auaha case study and the extension in APA 7 format, along with authoritative sources such as Kotter’s work.
What is a good short-term win for Kākāriki Auaha?
A good quick win is cheap, visible and linked to a goal. A shared procedure library or a cleaned CRM contact list both work because staff and the partner can see the change within weeks.
How do I explain rangatiratanga in an office context?
Rangatiratanga relates to leadership, authority and self-determination. In an office, the manager can show it by leading by example and giving staff real ownership of the processes they help design.
Can I get help without breaking academic integrity rules?
Yes. Use expert guidance, model answers and feedback to understand the task, then write your own report. Your provider’s integrity rules still apply to what you submit.
About the expert
Reviewed by Dr. Hannah Whitmore, Leadership, Change & Organisational Behaviour Specialist, University of Canterbury, New Zealand. Her profile covers leadership, organisational culture, employee performance and change management.
References
Hiatt, J. (2006). ADKAR: A model for change in business, government and our community. Prosci Learning Center Publications.
Kotter, J. P. (1995). Leading change: Why transformation efforts fail. Harvard Business Review, 73(2), 59–67.
Te Arawhiti. (2018). Guidelines for engagement with Māori. https://whakatau.govt.nz/assets/Tools-and-Resources/Guidelines-for-engagement-with-Maori.pdf
