BSS064-6: Leading & Managing Resources - Strategies Post-COVID-19

This portfolio submission delves into the critical aspects of leading and managing organizational resources in the wake of the COVID-19 pandemic. It includes a professional email outlining recommendations to address post-COVID leadership challenges, focusing on issues like customer service disruptions, financial constraints, and employee concerns. A mind map visually represents key elements of corporate governance, emphasizing transparency, accountability, and stakeholder engagement. A blog post further explores strategies for effective leadership during times of uncertainty. The portfolio also features a business report detailing challenges and solutions for organizational recovery, alongside a reflective journal documenting the student's learning journey. Key themes include adapting to change, prioritizing health and safety, managing employee motivation, and effective crisis management. The student emphasizes the importance of humility, partnership, and flexible decision-making in navigating the post-COVID landscape. Desklib provides access to similar past papers and solved assignments for students.

Leading and Managing Organisational Resources
Summative Assessment
E-Portfolio
Student Name : Jayasinghe Arachchige Anjana Dasuni Perera
UOB ID : 1947025
Unit Code : BSS064-6
Submission Deadline : 13th November 2020

Table of Contents
1.0) Assessment #1 - Professional Email……………………………………………………….3-7
2.0) Assessment #2 – Mind map………………………………………………………..……..8-11
3.0) Assessment #3 – Blog………………………………………………………………..….12-16
4.0) Assessment #4 – Business Report…………………………………………………….....17-24
5.0) Reflective Journal………………………..……………………………………………....25-27
6.0) References…………………………………………………………………………….....28-31

Assessment #1 – Professional Email
Total Word Count: 1535
To : CEO of ABC Company (Pvt) LTD
From : General Manager of ABC Company (Pvt) Ltd
Date : 15-Oct-2020
Dear CEO,
Subject: Recommendation to Post COVID Leadership Challenges
I’m reaching out with regard to the current pandemic situation of COVID and the lockdown we
have been experiencing for the past two months. I would like to post you on a few difficulties we
have endured with regard to the operational action of our business. As for known facts,
throughout the period of COVID, we have found several difficulties.
• Customer Service and Support has clogged suddenly as the department had failed to
communicate without their systems available at home. We have had several complaints
posted on our forums as the staff has been unavailable to respond to the South-East Asia
clients who did not experience the same lockdown period as we have.
• Unfortunately, 80% of the creditors have refused to hold the payments made via post-
dated cheques. Besides this, George Lucas (CFO) has received an approval from the
board to withhold all trade receivables even when the trade payables have been settled
without any delay. Thus the finance department has been continuously complaining in
terms of missing cash inflows.
• In relation to the online licenses, the local clientele has requested for an extension during
the period of lockdown. However, the suppliers have not approved any favourable reply
to this. They have stated that during the extension of subscription, the product will be
automatically recorded by the system and the calculation of 365 days is beyond their

Despite all these issues faced, as you are aware the government has declared the lockdown to end
on Monday, 27th October 2020. Resuming operations have seemed quite challenging due to
known many facts, However, it is mandatory to implement attractive solutions to overcome the
challenges and lead the team successfully.
In order to face these challenges, I trust it shall be beneficial to influence and convince the
employees the importance of leadership in order to survive this recessionary period. It is
necessary to emphasize the fact that leadership is not about a hierarchical position and that no
one will actually be penalised for leading an act or role within the organisation. By effectively
implementing this, we shall be able to overcome below declared matters.
Uncertainty
Based on known facts, the pandemic has not come to a complete recovery stage within the
market. Nevertheless, we will have to expect a second wave to arrive in the nearer future. Given
this, it may seem extremely challenging to implement any new strategic change due to uncertain
movements of an expected lockdown or ban in imports of raw materials. However, we could still
convert the threat into an opportunity similarly as IKEA has started to produce wind farms and
Mahindra & Mahindra functioning effective waste-to-energy projects post the crisis. (Busch,
2020)
Implementing Change
Adopting to the ‘new normal’ may seem quite challenging. However, it is critical to immediately
accept the new environment and ensure effective steps are endured to influence the employees
and make sure they also follow up. We should accept this an opportunity to grow rather than
foresee it as a recession. While changing effectively it is necessary to consider impacts on all
stakeholders. As at now we already possess unhappy customers and disappointedly terminated
ex-staff amidst the unhealthy environment. The first and foremost action required to take is to
eliminate unnecessary costs in a smart way by creating hybrid teams to work from home,

Health & Safety Protocols
We seem it very challenging to resume operations within all the health and safety regulations to
adhere to; according to the medical officials. As the WHO has stated, the virus is a community
spread disease, thus minimum of 1m distance is required to be maintained without any close
physical contact. (Q&A: Tips for health and safety at the workplace in the context of COVID-19,
2020). It is necessary to advice employees to wear safety masks at all times and we will have
team leaders held responsible for neglecting of assigned conduct. Sanitizing cubicles will have to
be set at all entrances and body temperature scanners to record all staff member identically
against their employee IDs. We will have banners and posters around the hallways and public
areas to keep staff posted about the precautions at all times along with mirrors for them to ensure
they are wearing their masks every time they look into it. It should be further emphasized that
this rule is adhered by all top level to operational level management without fail. Even though
the famous saying emphasizes to “walk the talk”, at this case in point we will require all leaders
to actually “talk the walk”. It is foreseen that ‘thought leadership’ is necessary to be
accomplished in order to encourage the staff to actually abide to the rules. (Taylor, 2020). We are
unaware as to how long the health precautions may have to be taken, nevertheless we have to
ensure to be economical and safe both at the same time. As leaders it is necessary to protect the
team whilst transforming the organisation into a better place to work.
Managing Employee Attendance & Motivation
As at date, the Human Resource Department has already received numerous e-mails from the
staff stating the fear of coming into work and prefer to continue social distancing for a longer
period of time. However, with the current situation of the organisation it does not seem healthy
to pause operations for any longer. My personal suggestion is to smartly communicate the
request of arriving at work by offering them an attendance allowance against 95% of reported
attendance inspired by a transactional leadership style at this situation. (Becker, 2020) By doing
so we will be able to expect a minimum of 50% staff coming to work. Conversely, since the

Lack of Resources
By eliminating the temporary technical staff, we are currently undergoing a deficit in meeting the
demand from the market. Since majority of staff has denied regular attendance and it has been
taking a longer time than usual for the work-in-progress, supply has reduced dramatically.
Nevertheless, due to the lack of resources available in the market and challenges in carrying out
globalised transactions post COVID, we should encourage the staff to utilize all available
resources at every possible time. This could only be managed by proper communication skills
emphasized and keeping the related people notified at all times. (Schroader, 2020)
As per received statement accounts, we have faced a shortage in terms of financial resources and
allocation of budgets for the active year are to be reduced in relation to the sustainable goals of
the finance department. Through this we are to expect that operations positively evolve in the
absence of full resources provided.
Furthermore, an effective Crisis Management Plan would have to be introduced as a solution to
the challenge. By naming each employee as a member of the Crisis Team, this will automatically
convey the message to the workforce that everyone is responsible for recovering from the
recession. The most effective style to endure during this process will be a coaching leadership
style where power is assigned to everyone and all voices are heard. (Ibarra and Scoular, 2020)
By becoming active listeners and considering employee suggestions will solve the problem.
(Brownlee, 2020).
Having considered above challenges which are to be faced post COVID, I personally suggest it is
crucial to practice humility and create better partnerships with all stakeholders. Any dispute
arriving during operations should be treated as a new problem and not recommended to be
compared with past experiences. It is required to identify stress related concerns within the
organisation by emphasizing distinctive leadership traits and being flexible enough during
decision making. (Brownlee, 2020).

same and support us by creating an operational recovery plan to suit my suggestions.
Yours Sincerely,
Anjana Dasuni
General Manager
ABC Company (Pvt) Ltd

8
Extends to
Extends to
CORPORATE
GOVERNANCE
Starts with the Board
Shareholders
Management
Stakeholders
Directors
Extends toExtends to
To setup the BOD
To ensure
shareholder
objectives are met
Setting goals and objectives
Determining Strategy
Providing Leadership
Supervising the mgt
Reporting to Shareholders
Good Governance
Transparency
Accountability
Stewardship
Integrity
Best Practice
Role of CEO and Chairman
to be separated Should represent an
audit committee
Trust
Economic
Efficiency Growth
Investor
Confidence
Enhances
Increases
Increases
Providing
confidence that
business is being
run legally
To ensure that
transparency is
maintained at all
times
Challenges
faced post
COVID
Active steps
for board to
consider post
COVID
Hosting AGMs
Reviewing Risk
Administrative Issues
Dividend Distribution
Enhance communication with mgt
Create operating & info systems
Reassess Corporate Strategy
Assessment #2 – Mind map
Total Word Count: 830 Board should consist of
both non-executive and
executive directors
8

Notes to the Mind Map
How is Good Corporate Governance Determined?
Simply as it states, Corporate Governance refers as to how a company is governed and structured
by a set of rules & practices. Effective governance within an organisation ensures that the board
along with the management works efficiently to keep consistent with the decision making
processes whilst assuring the interests of all stakeholders are met. (What is Corporate
Governance?, 2020).
The Board is directly responsible to influence good governance assuring that it is extended to the
shareholders, directors, within the management and to other stakeholders. Having elaborated
this, once these practices are comprehended to the directors, it is their key responsibility to act
ethically and in accordance to satisfy and achieve shareholder objectives. These objectives
include determining the organisational strategy by setting goals and objectives, providing
leadership and supervising management and eventually reporting back to the shareholders.
In order to emphasize good governance, it is required that below are maintained:
• Transparency – It is necessary for a company’s activities and decisions to be visible and
communicated to all stakeholders. By ensuring transparency within the shareholders and
stakeholders, this provides confidence in terms of making decisions and being a part of the
business. (Trust, 2020)
• Accountability – Having corporate accountability refers to being collectively responsible
and answerable for one’s actions within the organisation. This assures that every action and
conduct is accepted liable in which the board will determine the nature of the risks willing to
be taken, communicating a report to immediate stakeholders within regular intervals and
inaugurating risk reporting. (Trust, 2020)
• Stewardship – It is known that the rights of all stakeholders are to be protected within an
organisation. Agents are to be held liable for balancing conflicts of interest of the entire

Having abided to the above creates trust ultimately increasing the economic efficiency, growth of
the company whilst enhancing confidence of the investors.
Will Corporate Governance be challenged Post COVID?
Similarly, to other aspects; maintaining good corporate governance post COVID may seem
challenging given the restrictions created through it.
Annual General Meetings (AGMs)
In general, it has been noted that an AGM cannot be delayed for more than 15 months. However,
with social distancing it shall be inappropriate to have a large number of attendees at an AGM
neither can the count be limited to fewer given the fact that transparency is to be evolved
consistently. Under Irish Law, it is also concerned that virtual meetings are unacceptable. Thus it
is recommended to facilitate this through hybrid general meetings where key shareholders are
present at the AGM and others are connected by technology means of video conferencing etc.
(Casey and Scott, 2020)
Risk Review
It is key that the board shows interest to commercial risks. If the company associates with a
country highly affected with COVID, then it is the responsibility of the board to determine that
necessary actions are taken to mitigate the risks in association to the links. (Casey and Scott,
2020)
Administrative Issues
Undoubtedly all organisations face issues in terms of day-to-day operations. With employees not
reporting to work, it seems challenging to create transparency and ensure a procedure to
systematically operate in terms of approvals and signatory (Ex: payroll etc). In order to
overcome this, it is necessary to assign a committee of authorized people rather than relying on a

could either decide to liquidate assets to generate cash and settle dividend debts to overcome this
challenge. (COVID-19: Some considerations relating to Corporate Governance, 2020)
As per the above stated, the active steps for the board to actually consider is:
• Enhancing Communication with management – The board should ensure sustained
dialogues within this period as there is high uncertainty of health risks and operational
encounters. Thus it is necessary to provide clear instructions to the management ensuring
they remain fixed over a period of time. (Kucera, Simala, Noreuil and Brown, 2020)
• Create Operating & Information Systems - By generating a reporting system, this will
ensure that all stakeholders are kept posted about the relevant information within a timely
manner and up-to-date. (Kucera, Simala, Noreuil and Brown, 2020)
• Reassess Corporate Strategy - As the pandemic has brought in new challenges to the
companies, it is essential to reconsider the strategic direction of the organisation in order
to align to good governance. (Kucera, Simala, Noreuil and Brown, 2020)

Assessment #3 – Blog
Total Word Count: 1388
How important is it to sustain the Organizational Culture within a
Post Pandemic crisis?
Basics of Organizational Culture
Any and every organization has a unique technique of behaving and simply doing things, which
is known as the organizational or corporate culture. Organizations have distinct attributes to one
another in terms of corporate culture. (D.Watkins, 2020) A strong culture ensures that it always
stays in line with the company’s strategies, vision and mission statement standing as a key
considered area of most successful companies. (Baumgartner, 2020) The work culture allows
employees to run on a common platform and define company policies in an attractive way.
Whilst being established by leaders of the company, it has a significant impact as to how
innovative and creative functions of an organization lay. However, an unsuccessful culture could
also result in the demolishment of the business’ activities. (Understanding and Developing
Organizational Culture, 2020)
Effects on Corporate Culture Post Covid 19
As we are aware, the pandemic has created transitions in almost all aspects of a business, making
it challenging for most leaders. Besides many other, the organizational culture is one of the key
affected as identified below:
• Changes to Symbols
Symbols of a company are expressed by the setup of the workplace filled with employees
wearing appropriate attire as prescribed by the culture. However, with the new-normal of social
distancing and working from home, it seems very demanding to actually get to work wearing the