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For information and reference only – not to be submitted as your own work. This model-answer extract shows one way to structure and argue BSNS5204 Assessment 2. Use it to understand the approach, then write your own report in your own words and follow Open Polytechnic’s academic integrity rules.

This extract follows the BSNS5204 Office Management Assessment 2 brief and the Kākāriki Auaha case study. Similar briefs are in our solved assignment questions library, and the full explanation is in our guide on how to apply Kotter’s 8-step model in BSNS5204.

1. Introduction

Kākāriki Auaha’s partnership with a European eco-friendly technology firm changes what the office must deliver. Administrative systems built for one New Zealand site now have to support standard procedures across countries, a more diverse workforce and decisions based on shared data. This report sets out the office manager’s role in that shift and applies Kotter’s (1995) eight-step change model to plan the transition.

2. Task 1 extract: the office manager’s duties

For the goal of operating effectively in multiple locations, the office manager would lead the standard operating procedure (SOP) framework. That means mapping current processes, agreeing one version of each procedure with the European partner and keeping a controlled document register so both sites work from the same file.

For a global workforce culture, the office manager coordinates cross-cultural training, schedules meetings that respect both time zones and runs the staff culture survey that will track progress toward the 10% satisfaction target.

For data-driven decision making, the role shifts toward data stewardship: cleaning CRM records before the upgrade, setting access permissions for shared data and booking staff into data literacy sessions.

3. Task 2 extract: Kotter’s eight-step action plan

Kotter step Key actions at Kākāriki Auaha Owner Timeframe Success measure
1. Create urgency Show leaders two pain points: inconsistent procedures between sites, and CRM data that cannot be shared or analysed. Present the risks of delay. Office manager Weeks 1–2 Leadership approves change brief
2. Guiding coalition Form a group of the office manager, a senior administrator, the CRM super-user and a staff representative; agree a charter. Office manager Week 3 Charter signed; weekly meeting set
3. Vision “One way of working, wherever we are: clear procedures, trusted data and a team that feels it belongs.” Coalition Week 4 Vision tested with staff focus group
4. Communicate Team hui and video meetings; a short fortnightly email bulletin; recorded video updates for staff in other time zones. Coalition Weeks 4–12 Pulse survey: staff can state the vision
5. Remove obstacles Phase software purchases to fit the budget; provide hands-on training and floor support for resistant users. Office manager Weeks 5–16 Training attendance; fewer help requests
6. Short-term wins Win 1: a shared SOP library live in 60 days. Win 2: a cleaned CRM contact list ready for the partner. Coalition By week 10 Both wins announced and recognised
7. Build on the change Extend SOPs to finance and logistics; reward contributors through recognition and development opportunities. Office manager and HR Months 4–8 Number of processes standardised
8. Anchor in culture Build new procedures into induction; run quarterly review sessions using the culture survey. Leadership Month 9 onward Satisfaction up 10% within one year

The timeframes in this table are illustrative planning assumptions.

Step 1 discussion (extract)

Two current administrative functions hold the company back. First, procedures are stored in individual inboxes and shared drives, so staff at each site work differently and compliance with international standards cannot be shown. Second, customer data sits in an older CRM with inconsistent fields, which makes reliable reporting to the European partner almost impossible.

If nothing changes, the company risks failed compliance checks, duplicated work and decisions made on incomplete data. Kotter (1995) notes that many change efforts stall because urgency is never established, so the office manager should present these risks with real examples rather than general warnings.

Step 4 discussion (extract)

Three channels suit a two-site team. A monthly hui held over video brings everyone into the same conversation and allows questions. A short fortnightly email bulletin gives written updates staff can check later. Short recorded video updates from the coalition reach people in other time zones without anyone having to join a call at midnight.

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Step 6 discussion (extract)

Quick wins should be visible and cheap. A shared SOP library on existing software costs little and shows progress within weeks. A cleaned CRM contact list is a concrete deliverable the European partner will notice. To celebrate, the coalition could acknowledge contributors at the monthly hui and share a short “what changed” story in the bulletin, which builds confidence for the harder steps that follow.

4. Task 3 extract: Māori values

Value Meaning in this context Office manager behaviour Kotter step
Whānaungatanga Relationships and a sense of belonging Open coalition and partner meetings with whakawhanaungatanga so people connect before tasks 2 and 4
Kaitiakitanga Guardianship and care Act as guardian of shared data and of staff wellbeing during the change; link to sustainable practice 5 and 8
Rangatiratanga Leadership, authority and self-determination Lead by example and give staff real ownership of procedures they help design 3 and 7

Meanings follow Te Aka Māori Dictionary (n.d.). Te Arawhiti (2018) stresses early, genuine engagement and building relationships before decisions are made. Applied inside an office, this supports a change process people feel part of rather than one done to them.

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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.

More support for business tasks is available on our management assignment help and diploma assignment help pages.

References

Kotter, J. P. (1995). Leading change: Why transformation efforts fail. Harvard Business Review, 73(2), 59–67.

Te Aka Māori Dictionary. (n.d.). Te Aka Māori dictionary. https://maoridictionary.co.nz/

Te Arawhiti. (2018). Guidelines for engagement with Māori. https://whakatau.govt.nz/assets/Tools-and-Resources/Guidelines-for-engagement-with-Maori.pdf

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