Professional Documents
Culture Documents
Orygen FINAL (Assessment 2)
Orygen FINAL (Assessment 2)
Orygen FINAL (Assessment 2)
2016 - 2021
Integrating Skills and knowledge with the Primary Health Networks
[Date]
Orygen Strategic Plan
Table of Contents
1. Executive Summary .................................................................................................................... 4
2. Introduction ................................................................................................................................. 5
3. Strategic dilemma: ...................................................................................................................... 6
3.1 Contextual Factors to consider: ............................................................................................ 7
3.1.1 Operational funding: ...................................................................................................... 7
3.1.2 Flexible Funding: ........................................................................................................... 7
3.1.3 Programme funding: ...................................................................................................... 7
3.1.4 Innovation and incentive funding: ................................................................................. 8
3.1.5 Supplementary grants..................................................................................................... 8
3.1.7 PHN Objectives ............................................................................................................. 8
3.1.6 Performance Framework:............................................................................................... 8
4. Possible Strategic solutions and major faults.............................................................................. 9
4.1 Porters Broad Differentiation Strategy: ............................................................................... 9
4.2 Cost- Leadership Strategy ..................................................................................................... 9
5. Strategic Solution Integrating Skills and Knowledge with the PHN network ...................... 10
5.1 Differentiation ..................................................................................................................... 11
5.2 Attributes of Differentiation ............................................................................................... 11
5.2.1 Degree of structure:...................................................................................................... 11
5.2.2 Structure of Skills and Knowledge: ............................................................................. 13
5.2.2 Orientation of members towards others ....................................................................... 13
5.2.3 Time orientation: .......................................................................................................... 14
5.2.4 Goal Orientation of members: ..................................................................................... 15
[Date]
Orygen Strategic Plan
[Date]
Orygen Strategic Plan
1. Executive Summary
The purpose of this report is to construct an achievable strategic plan for Orygen to implement
over the next five years. This report will be analysing the retrieval of a significant amount of
funding along with the shortage of both physical and human resources. Orygen will have to
secure the $11.1 million in funding from the PHNs as well as the additional $28 million available
annually to enhance the integrate Aboriginal and Torres Strait Islander mental health.
The proposed strategic solution for Orygen to address the uncertainties and dynamic
environment is by using the differentiation-integration strategy developed by Lawrence and
Lorsch. The strategy is effective on two levels, differentiating allows Orygen to respond faster to
the complex environment that disperse resources across 31 regions, while integrative measures
allow diversified services to unify into a common organizational vision of having young people
enjoy optimal mental health as they grow into adulthood (Orygen, 2015).
This will result in localized services being offered to the 31 individual PHNs, enabling each
divisions to apply for funding from all PHNs. The management team will have to consider the
culture, control system along with the structure of the organization. There are four contextual
factors that should be addresses and these factors can identify the things Orygen needs to take to
ensure the strategic dilemma can be solved. The contextual factors that were identified are
getting access to the funding, the establishment of Orygen as a leading service provider for
PHNs, the overall business structure, and the lack of human and physical resources.
Balanced scorecard measures performance from financial, customer, internal business processes,
learning and growth perspective. This allows Orygen to keep track on their financial result as
well as monitor its progress in developing and acquiring advanced intangible asset for future
advancement. Triple Bottom Line for Orygen is the reputation and satisfaction rating from
stakeholders.
[Date]
Orygen Strategic Plan
2. Introduction
From 2006-2009 Orygen along with the University of Melbourne were granted $54 million in
order to scale up 30 new Headspace centres across Australia and develop the headspace model
(Orygen 2016). Per the 2015 annual report 34 percent of income ($6.3 million) is from
commonwealth funded grants as well as 26 percent($4.8 million) accounted for through
headspace national funding (Australian Government Department Of Health 2015). This funding
is now jeopardised as the government announced changes that will transition funds away from
existing grant programmes to the PHN network as of 1 July 2016.
In the new structure these 31 PHNs will be responsible for the distribution of all Government
Mental Health funding based on their individual and region specific needs. This therefore
jeopardises up to an enormous 60% of Orygens current funding, as the funding pool for local
headspace sites is transitioning to PHNs from July 1 2016, as well as funding for early psychosis
services (includes Orygen) (Australian Government Department Of Health 2015).
The program is now in its beginning stages with trial sites offering preliminary mental health
services with all primary health networks set to become responsible for mental health services by
2019. (Australian Government Department of Health 2015). To date the PHNs have completed a
regional operational mental health and suicide prevention plan which addresses how the PHN
itself will operationalise its new role (Australian Government Department of Health 2015) as
well as highlight opportunities for working closely with government agencies, non-government
and [importantly] private organisation (Australian Government Department Of Health 2015).
PHNs have also completed a Regional Operational Mental Health and Suicide Prevention Plan
that highlights the region specific needs each Network is facing.Given the program is in its
infancy these plans are merely preliminary and are a method of ensuring the PHNs become
operational, it has also been acknowledged that due to some transition arrangements 2016-17
will have less flexibility than future years (Australian Government Department of Health 2015)
To combat this the differentiation - integration strategy would best suit Orygen, as itallows
companies to adapt to uncertain/ volatile external environment as well as implementing measures
to integrate the operation with the wider organisational goals.
[Date]
Orygen Strategic Plan
Triple Bottom Line or TBL is a measure of success. When it comes to Orygen their TBL is their
reputation and satisfaction rating between their staff, government, business partners, the public,
the stakeholders, and the local community.
3. Strategic dilemma:
The strategic dilemma for Orygen is reacquiring the significant amount of funding lost through
the transitioning of mental health funding to the PHN network, as well as the lack of resources
both physical and Human required to respond to the environment.
In the first report it was identified that the 2014 mental health commission review highlighted the
necessity for the government to respond to needs on a local and individual level rather than the
current one size fits all approach. In response the Australian Federal Government has
announced a significant structure overhaul, in order to create an individual need approach that
provides patients with the care they need in regards to their circumstances. As a result, the
government is establishing 31 new Primary Health Networks (PHN) with the aim of creating a
local responsive approach through a more flexible $380 million funding pool.
This is a significant problem for Orygen because, in the new structure these 31 PHNs will be
responsible for the distribution of all Government Mental Health funding based on their
individual and region specific needs. This therefore jeopardises up to an enormous 60% of
Orygens current funding, as transition takeson July 1 2016. The funding will be granted to
PHNs that are determined to have adequate capability to deliver mental health care services, per
the current funding agreement commencing in 2016-17 (Australian Government Department of
Health 2015),
With this, issues also arise in the resource capabilities of Orygen as they dont have the
necessary staff required to effectively deal with so many regions, furthermore Orygen currently
only has one office in Victoria highlighting a lack of physical resources.
In summary, as the PHNs become gradually independent and responsible for how they distribute
funds, Orygen must reacquire $11.1 million in funding that is jeopardised by the restructure as
well as dramatically increase resources.
[Date]
Orygen Strategic Plan
From 2015-16, operational funding is provided for the administrative, governance and core
functions of PHNs. premises; governance; board; core staff; and office administrative costs
including IT requirements. (Australian Government Department of Health 2016)
Another important consideration is that PHNs have been assigned 6 main priorities including;
Mental Health, Aboriginal and Torres Strait Islander health, population health, health workforce,
eHealth and aged care (Australian Government Department of Health 2016
[Date]
Orygen Strategic Plan
[Date]
Orygen Strategic Plan
Orygen that operates in a business environment where service is defined by its ability to address
the needs of the users/clients. Moreover, the strategy costs a firm a lot as they are low cost
service providers, this in turn affects the revenues of the business negatively.
[Date]
Orygen Strategic Plan
10
5.1 Differentiation
Refers to the degree of a formalised structure the subsystem should have, a highly formalised
structure is suited to environments that are high in certainty and therefore become task
[Date]
Orygen Strategic Plan
11
orientated. Environments that are less certain require a less formalised structure in order to adapt
to changes. (Lawrence & Lorsch). To this point Burns and Stalker found that organisations that
profitably [cope] with uncertain, changing environments had a low degree of formalized
structure (organic) (Science Quarterly 2002). In the circumstances of Orygen they would
benefit from an organic structure, providing flexibility and mirroring the external environment
(PHN network). The reasoning behind this is their need to respond to an unprecedented amount
of regional issues as well as provide services that meet various grant availabilities such as
indigenous mental health programmes (refer to 1.3.4 contextual factors). To do this the structure
of the management is an important consideration, for Orygen the aforementioned organic
structure will entail decision making to be made by lower levels of management.
12
When a problem/situation arises in any circumstances in any region, decisions will be made by
whoever shows themselves as the most informed and capable i.e. the best authority based on
the circumstances, rather than having a hierarchy of decisions (Burns & Stalker 1961). Staff will
be made aware of their value in terms of a resource for the organisation, this will empower staff
but it will also ensure they are acting proactively and not sitting back. Staff will communicate
horizontally, meaning that discussions be made without the consideration of roles or position,
facilitating more productive and open discussions, furthermore communication will focus on
consultation and advice rather than giving instructions. These characteristics will allow for an
efficient and effective means of creating services that are responsive to regional concerns and
unexpected issues that may arise.
Subsystem members in their interpersonal relationships will be primarily concerned with either
task accomplishment or social relationships. Fielder found that task-orientated leadership
associated with effective task performance under conditions of the extreme conditions of high
and low certainty while more socially orientated styles were effective under moderate conditions
of uncertainty. Despite this being the typical case the correlation between these three alternatives
was not very strong in of the three combinations. Therefore, it suggests that task orientation
should take into consideration other factors such as the nature of the industry the organisation
[Date]
Orygen Strategic Plan
13
operates and the goals of the organisation, companies in the non for profit sector will
inherently be more focused on a social orientation.
5.2.3Time orientation:
This refers to what time period in that goals are accomplished. Companies can possess either a
short term orientation to goals, meaning that feedback is given regularly after tasks are
completed before creating new tasks and goals. Ong -term orientation organisation se goal
accomplishment as more of a process and therefore feedback is not as regular and may be
difficult to measure.
[Date]
Orygen Strategic Plan
14
[Date]
Orygen Strategic Plan
15
[Date]
Orygen Strategic Plan
16
high integration, tolerance of conflicts and horizontal communication (Robbins, Barnwell 2006,
412). In terms of Orygens problem of achieving integration, this method of culture is the most
appropriate solution and in fact may prove more potent than formal controls, because culture
influences thought processes as well as organisational members actions (Robbins, Barnwell
2006, 413).
This is particularly relevant in Orygens case the organic structure alone may cause
inconsistencies in decision making through the loss of bureaucratic procedures, in implementing
a strong culture the core values that are emphasised will allow to replace formal structure
through guidance of organisational goals that allow employees to self-manage, in consequence it
is therefore appropriate to view formalisation and culture as two different roads to a common
destination (Robbins, Barnwell 2006, 413).
and
Consideration
Integrity:
refers to completing tasks in an honest and fair manner to the upmost respect for the lives
impacted by the decisions you make. This will ensure that Orygens services will be elite in the
[Date]
Orygen Strategic Plan
17
industry, providing a competitive advantage over competitors as well as being in line with the
vision to improve mental health outcomes for youth.
Collaboration:
Vital to ensure work done with PHNs is done with a team mindset, different groups within the
organisation must work together and find shared meaning in the overall decision making process.
Consideration:
For the young people that will ultimately be affected by your work, this means always having the
mindset of helping the affected youth over completing a task which may work favourably in the
relationship of Orygen and PHNs as although that relationship is important, above all employees
must remember that improving the lives of young people is the ultimate goal.
6. Implementation
The successful implementation of the strategy above relies on the adoption of organisation
design; the process of deciding how a company should create, use, and combine organisational
structure, control systems and culture to pursue a business model successfully (Hill et al. 2015).
The management team of the Skills and Knowledge division must consider the culture, control
system and structure of the organisation when deciding on the best method of implementation.
To maximise efficiency, quality, innovation along with greater responsiveness to customers
Orygen should be assigning employees to specific tasks and roles that suit their workers
strengths (Hill et al. 2015). To help get the most out of their staff managers must be able
motivate their staff. Control systems give managers the ability to provide their staff with
incentives, an incredibly efficient motivation tool. Below is a timeline for Implementation;
[Date]
Orygen Strategic Plan
18
6.2Timeline
[Date]
Orygen Strategic Plan
19
[Date]
Orygen Strategic Plan
20
Australia. The funding changes that the Australian Liberal government have put in place in
regards to mental health on a whole have been driven by the mental health review discussed in
the previous report. These changes are forcing Orygen to adapt who their services are targeted at
in order to maintain a customer base. Our strategy identifies that Orygen should work with
PHNs in stages, similar to the stages of development of PHNs. If established early in the PHN
development as the leading youth mental health knowledge provider, it is possible a form of
normative institutionalised isomorphism will be established, whereby the structure and services
of Orygen will mirror the expansion and design of the PHNs on a whole. This will be
compounded by new PHNs mirroring the processes of existing networks. Orygen should look to
initially align with high performing PHNs based on the performance framework which will
publicly identify high and low performing PHNs along with potential issues and the possibility
of performance based incentives. If this occurs Orygen will likely become the first point of call
for youth mental health training in every newly created network, thus Orygen will be required to
develop some new region specific material. While this mirrored expansion is an ideal
implementation strategy it will also need to be combined with other methods to ensure Orygens
successful integration into the new health model. Establishing a free information sharing
platform accessible to all PHNs that outlines the best mental health services available for young
people in any region is a method that will both, create new professional relationships with PHNs
and help Orygen achieve their vision as a company. It is also important that Orygen plan a
marketing strategy that will reach new markets, exposing the advantages for a PHN willing to
invest with Orygen. A simple way of doing this may be to run free seminars in areas easily
accessible by representatives of multiple PHNs that show how Orygen will be able to provide
unique services as they are required.
[Date]
Orygen Strategic Plan
21
required by the new region based funding scheme. Orygens expansion into new areas should
mirror the expansion of the health networks. As explained above this would form coercive
institutional isomorphism, a paradox where rational actors make their organisations increasingly
similar as they try to change. As other PHNs are developed they are likely to mirror the existing
PHNs further emphasising the coercive institutional isomorphism effect. New PHNs will would
then follow the existing PHNs and look towards Orygen as a source of youth mental health
training.
Orygen must decentraliseas there only office, located in Melbourne, will not be able to provide a
sustainable localised service to each PHN. To counter this issue it is recommended that satellite
offices be commissioned in locations such as Sydney and southern Queensland where there is a
high density of PHNs. While this will be expensive and take time to develop the advantage of
being able to directly interact with PHN representative on a day to day basis in these areas is
essential to Orygens success. It will also make it easier to monitor the implementation and
corresponding success rate of the training Orygen has provided. These invaluable services will
however require an increased level of integration across the entirety of the organisation.
Integration refers to how effectively an organisation can move towards a shared vision or goal
through contributions from smaller groups and teams. This relies heavily on business culture as
the vision of a company such as Orygen should be a driving force for all projects. Culture will
replace the role a formal structure has in guiding the decision making processes of the company.
To ensure that all activities will improve mental health services for young people it is essential to
have strong core values that will always be considered before a decision is made. The core
values that should be implemented with this strategy involve providing quality regional specific
youth mental health training and development with:
Integrity
Collaboration, and
Consideration
Integrity will ensure that Orygens services will continue to be elite in their industry, providing a
competitive advantage over any competitors. Collaboration has been the focal point of the
strategy presented in this report, but this will not only be important for work done with PHNs but
[Date]
Orygen Strategic Plan
22
also with different groups within the organisation. Finally consideration is the key to offering the
high quality localised services to individual PHNs, without thorough consideration and
collaboration the localised approach to health simply will not be effective. If these core values
arent followed it may result in persons being excluded from key activities or they may be
spoken to about their actions or subbed in some other way If a person acts in a way which is
not in accordance with the culture of the organisation, they may feel guilt and shame, which may
lead to their not repeating the behaviour. It is through these mechanisms that culture contributes
to the uniformity of behaviour (culture reference).
[Date]
Orygen Strategic Plan
23
[Date]
Orygen Strategic Plan
24
7. Measure success
7.1 Balanced Scorecard
The shortcomings of insufficiently comprehensive approach to the measurement of organization
success have led to increase economic risks and problems for organizations, the economy and
society (Hansen &Schaltegger 2016). Performance management systems based mainly on
financial performance measures lack the focus and relevant needed for internal management and
control. These systems were not designed to communicate decision-relevant information to
managers (Atkinson et al. 1997).
Financial measurements by themselves are insufficient for measuring and managing
organizations performance as financial reports only measure past performance and neglected
long term value creation. This issue can be resolve by using the Balanced Scorecard as it retain
financial measurements and complement it with measures from three other perspectives, there
are customer, internal process and learning and growth (Kaplan 2001). Each of these objective is
measured by key performance indicators. The Balanced Scorecard aims at balancing financial
and non-financial, short term and long tern along with qualitative and quantitative success
measures. The implementation of scorecard involves the selection of measures, the collection of
scorecard-related data, formatting and disseminating information (Tayler 2010).
1.
Financial
The financial performance measures refer to the contribution of companys strategy,
implementation and execution (Kaplan & Norton 2000). The financial perspective for Orygen
includes a growth of funding from source like the PHNs. Orygen must certainly monitor their
spending and make decisions in accordance with financial budgets. Orygens success cannot be
measured by how precisely they keep spending to budgeted amounts, or even if the spendings
are restrained so that actual expenses are kept within budgeted amounts. Financial performance
is the result of operational actions and the financial success should be the logical consequences
[Date]
Orygen Strategic Plan
25
of improving the fundamentals (Kaplan 2001). This means that Orygen should make
fundamental improvements in their operation, and their financial performance will improve
simultaneously. For instance, in the initial development as planned in the first year of the
implementation, Orygen should establish a solid training for all regions based on the region
specific research as commissioned by the PHNs.
2.
Internal Processes
Internal business measures emphasized a major shift in Orygens processes and measures of
operating performance, like cost and quality, that will affect objectives. This will give greater
understanding of their progress to work on areas that are lacking. Internal processes measures
should support factors like quality, employee skills and productivity that bear the greatest impact
on customer satisfaction. The information system plays a crucial role in assisting in
disaggregating the measure as there will be a free information sharing platform to all PHNs. In
order to ensure success in the internal process, Orygen will have to appoint employee with a
valid level of skill and experience so that the strategic plan will have a reliable start.
3.
Customer satisfaction
The customer perspective measures Orygens performance with targeted customer and market
segments. In other words, this measure the value Orygen has created for its targeted customers
(Kaplan 2001). Customers perspective tend to fall into four categories, they are quality, time,
performance and service, and cost. Therefore, Orygen should articulate goals for these
perspective and then translate these goals into specific measures. In the third year of the
implementation of the strategic plan, Orygen will have to develop aboriginal mental health
action. In order to do that, Orygen will have to develop an action plan based on factors arises
from customers perspective along with the values that Orygen will create to influence how
customers see Orygen. Aside from that, introducing the first interstate office in the fourth year of
the strategic plan will increase the coverage of the targeted market.
4.
26
competition make it necessary for Orygen to constantly make improvement to their processes
and service. Therefore, Orygen will have to cope with the dynamic change and competition by
constantly raising their level of expectations and expand their communication channels so that
they can gather as much information as possible. The innovation and learning objectives are
intended to drive improvement in financial, customer, and internal process performance. Such
improvement in Orygen come from service development that would create new sources of
revenue and market expansion (Kaplan & Norton 2000). A supportive climate of empowered and
motivated employees are required to drive the innovations and improvement.
Balanced scorecard put Orygens strategy and vision at the centre. In other words, balanced
scorecard measure are designed to pull stakeholders toward the overall vision. The real benefit of
balanced scorecard come from making it the core management system rather than the a
measurement system. Subsequently, the implementation of balanced scorecard may require
employees to go through training which might result in employee resistance. Moreover, balanced
scorecard might also be costly and time- consuming for Orygen as it the use of balanced
scorecard require a comprehensive understanding and experience of the process. This can be
challenging to organisations to accomplish as it require the right knowledge and skill.
[Date]
Orygen Strategic Plan
27
2015). The social agenda of the business has to take sufficient time for consideration.
Additionally, quite a large number of corporations focus mainly on their social capital and only
make sure that the organization performs well. Triple bottom line approach offers a few benefits
to the organization that incorporate this into their operations. The most significant is
enhancement of not only a brand for the organization, but improved reputation with the local
community. The social and economic dimensions can be achieved by the organization through
good reputation and improved brand presence. Implementing the triple bottom line can help
Orygen to increase their revenue through incentives such as government incentives and grants,
donations, among many others, together with increased market share. Besides that, it remains
clear that the leaders ought to view the economic significance aspect more so from the triple
bottom line approach meaning that it can enhance cost saving measures, together with revenue
collected from innovations that come with implementation such as the 31 PHN centers, and new
market opportunities that present themselves (Ahi & Searcy 2015). Another benefit that can
accompany Orygen in triple bottom line approach is improving employees retention. It is
significant to note that the publication of the triple bottom line approach acts with the
responsibility that positions the employer like an employer more so as a choice that can normally
increase the loyalty of employees and help to minimize the turnover attract mainly the
knowledge workers. Besides that, Orygen should realize that a suitable corporate social
responsibility program would help to not only train exceptional talent, but also to retain it.
The Triple Bottom Line is a tool for measuring organisational performance based on the idea that
organisation should measure its performance in relation to stakeholders. However, TBL has not
been successful in penetrating organizational performance systems. This is because TBL is seen
as too complicated and too confronting for organisations that are delayed in economically
dominated ways of thinking.
[Date]
Orygen Strategic Plan
28
8. Conclusion
The most challenging issue for Orygen is that their ability to expand and the resource capabilities
as they have lack of both physical and human resources. The differentiation-integration strategy
would be applicable for Orygen as this strategy is based on the changing and adding to the
existing processes and procedures that Orygen already have in place. This gives Orygen the
opportunities to gain access to both funding streams and the additional funding provisions
available for non government organisations, based on the PHN programme funding structure. To
ensure a successful implementation of this strategy, the management team will have to consider
the culture, control system along with the structure of the organization. The contextual factor that
were identified should also be addressed so that the strategic dilemma can be solved.
[Date]
Orygen Strategic Plan
29
References
Ahi, P, Searcy, C 2015, 'Assessing sustainability in the supply chain: A triple bottom line
approach', Applied Mathematical Modelling, vol.39, issue 10-11,pp.2882-2896.
Atkinson, AA, Waterhouse, JH, & Wells, RB 1997, A stakeholder approach to strategic
performance measurement, viewed 11 May 2016,
<http://sloanreview.mit.edu/article/a-stakeholder-approach-to-strategic-performancemeasurement/>.
[Date]
Orygen Strategic Plan
30
Buchanan, DA 2011, Vulnerability and Agenda: Context and Process in Project management,
British Journal of Management, vol. 2, pp. 121-132.
Bosse, DA, Phillips, RA 2016, 'Agency Theory And Bounded Self-Interest' Academy Of
Management Review, vol. 41, no. 2, pp.276-297.
Burgers, JH, Jansen, JJ, Van den Bosch, FA &Volberda, HW 2009, ' Structural differentiation
and corporate venturing: The moderating role of formal and informal integration mechanisms',
Journal of Business Venturing, vol. 24, issue 3, pp. 206-220.
Burns, T & Stalker, GM 1961, The Management of Innovation, The Economic Journal, June,
vol.79,no.314,pp.403-405.
Child, T & Smith, C 2007, The context and process of organizational transformation, Journal
of Management Studies, vol. 24, No. 6, pp. 565-593.
Fels, A 2015, Giant steps towards building the mental wealth of the nation, Australian
Government National Mental Health Commission, viewed 2 May 2016,
<http://www.mentalhealthcommission.gov.au/media-centre/news/giant-steps-towards-buildingthe-mental-wealth-of-the-nation.aspx>.
Fuerer, R &Chaharbaghi, K 1995, Strategy development: past, present and future, Management
Decision, vol. 33, no. 6, pp. 11-21.
Hill, CWL, Jones, GR, and Schilling MA 2015, Strategic Management: Theory: An Integrated
Approach, 11th edn, Cengage Learning, USA.
[Date]
Orygen Strategic Plan
31
Masulis, RW, Reza, SW 2015, 'Agency Problems Of Corporate Philanthropy', The Review of
Financial studies,vol.28, no.2, pp.592-636.
Mind Tools 2015, The McKinsey 7-S Framework ensuring That All Parts of Your Organization
Work in Harmony, Mindtools, America, 3May 2016,
<https://www.mindtools.com/pages/article/newSTR_91.htm>.
Mintzberg, H 1980, Structure in 5s: A Synthesis of the Research on Organization Design,
Management Science, March, vol.26, no.3, pp. 322-341.
Nikolov, B, Whited, TM 2014, 'Conflicts And Cash: Estimates From A Dynamic Model', The
Journal of Finance,vol.69, no. 5, pp.1883-1921.
Orygen 2015, About - History, Orygen, Melbourne, Victoria viewed 3rd of April 2016,
<https://orygen.org.au/About/Our-Partners>.
Orygen 2015, Annual Report, Orygen, Australia, viewed 28 April 2016,
<https://orygen.org.au/getmedia/d2241a4e-ceb6-4881-b9ed-57f07dff9f0b/Orygen-AnnualReport-2015-ONLINE.aspx>.
Porter, ME 1985, Competitive Advantage: Creating and sustaining Superior Performance, The
Free Press, New York.
Porter, LW 1968, 'Organization and Environment: Managing Differentiation and Integration',
Personnel Psychology, vol. 21, no. 3, pp. 398-401.
[Date]
Orygen Strategic Plan
32
Robbins S, Barnwell N & Stephen, P 2006, Organisation Theory:Concepts and cases, 5 edn,
Pearson, France.
th
Robinson J, McCutcheon L, Browne V, Witt K 2016, Looking the other way: Young people and
self-harm, Orygen, Australia, viewed 29 April 2016,
<https://orygen.org.au/About/News-And-Events/Looking-the-Other-Way-Young-People-andSelf-Harm>.
Sarkis, J, Dhavale, DG 2015, 'Supplier selection for sustainable operations: A triple-bottom-line
approach using a Bayesian framework', International Journal of Production Economics, Vol. 166,
pp.177-191.
Schein, EH 1992, Organizational Culture and Leadership: A Dynamic View, 2nd ed., JosseyBass, San Francisco.
Schwering, RE 2003, Focusing leadership through force field analysis: new variations on a
venerable planning tool, Leadership and Organization Development Journal, vol. 24, no. 7,
pp.361-370.
Seiler, J 1963, Diagnosing interdepartmental conflict, Harvard Business Review, 4 September.
Singh, A 2013, A study of role of Mckinseys 7S framework in achieving organizational
excellence, Organization Development Journal, vol. 31, no. 3, pp. 39-50.
Tayler, WB 2010, The balanced scorecard as a strategy-evaluation tool: The effects of
implementation involvement and a causal-chain focus, American Accounting Association, vol.
85, no.3, pp. 1095-1117.
Winkler, R, Deller, S &Marcouiller, D 2015, ' Recreational Housing and Community
Development: A Triple Bottom Line Approach', Growth and Change, vol.46, issue 3, PP.481-500.
[Date]
Orygen Strategic Plan
33
Appendix:
Appendix 1.1 The 6 Primary Mental Health Objectives
(must be met to secure grants under the mental health programme)
Objective
Description
[Date]
Orygen Strategic Plan
34
[Date]
Orygen Strategic Plan
35
group was on the same page and agreed to the strategy that was proposed. Evidence of the
arguments in this assignment was also supported with extensive analysis in order to come up
with logical conclusions.
The feedback for the use of information is that many statements, diagrams and tables were not
cited with any reference. Therefore, in this assignment we made sure all the referencing is
complete and the referencing style is consistent throughout the entire report. We also used an
extensive range of relevant information from reliable sources and have cited them accurately. We
had proofread the report to prevent any grammatical and spelling mistakes. Lastly, we have made
sure the style of the report is consistent so it does not lack of professionalism.
[Date]
Orygen Strategic Plan
36