BSBINN601 Manage organizational change

Assessment Task 1

 Review the scenario information provided (in the Appendix of this task) for Fast Track Couriers.
Strategic plan goals
 To expand business in the metropolitan area so that small to medium package deliveries market share
increases by 7.5%
 To develop an integrated approach to distribution management utilising technology such as PDA
devices and GPS
 To develop and maintain a cohesive and well-motivated workforce
 The truck fleet will need to be expanded by 8 trucks within the 2012 financial year
Operational plan goals
 Testing of the distribution management system is to cease and allow implementation within the first
quarter of the 2012 financial year
 Eliminate lifting injuries
 Eliminate industrial relations problems in the 2013 financial year
 Analyse Organisational Objectives to Identify Change Requirements for Fast Track Couriers.
a. Identify Requirements for Change
Fast Track Couriers are in the need to bring some changes in their organizational structure as well as
operations. These requirements for change are:
• It needs to build its market share so as to be the preferred choice as movers/courier Company.
• It needs to change their delivery system so as to offer shorter delivery times to its customers. Slow
distribution system causes late delivery to the customers which can be negative for the company,
hence decrease their delivery system.
• The lack of participation in training programs are required to be changed by building trust among
employees as well as drivers and motivating them to work productively.
• Productivity reporting shall be completed using PDA data.
• Drivers are resistance to change which can negatively affect the company and thus should be
explained about the change in detail by keeping in mind their requirements.

b. prepare an explanation of how your identified change needs link to the organisation’s strategic plan
goal/s.
Change is inevitable. Every organization needs a change but it should be in right place. They incorporate
the values, vision and mission of the organisation and detail the priorities, actions and resources
required to achieve the organisation’s goals. An organisation’s strategic plan reflects what the
organisation sees as most critical to its success in the next three to five years.
 to expand business in the metropolitan area so that small to medium package deliveries market
share increases by 7.5%
 to develop an integrated approach to distribution management utilising technology such as PDA
devices and GPS

 to develop and maintain a cohesive and well-motivated workforce.

 Review the organisation’s current state to understand how the current policies, practices and
operations deliver against the organisation’s strategic goals.
Review the organisation’s performance against objectives with regards to its:
a. People
• poor relationships between managers and staff 

• little opportunity for training and development 

• no team meetings 

b. Processes
• no documented processes
• no process review conducted since company started five years ago
• convoluted and hard to understand. Process
c. Technology
• old technology
• slow
• no manual or user guides available
• outages experienced weekly
d. Structure
• high supervisor to employee ratios in contact centre
• flat structure
 Monitor external trends to identify events or trends which may impact on the achievement of the
organisation’s strategic plan goals:
a. identify two external trends
b. develop an explanation of how the trends currently impact or will impact organisational objectives.

 Identify major operational change requirements:

a. identify changes due to performance gaps
b. identify changes due to business opportunities
c. identify changes due to threats
d. identify changes due to management decisions.
The major operational change requirements required by Bounce Fitness at the moment is standardizing all
its training activities corresponding to Fitness Australia’s code of practice.
Furthermore, another issue regarding performance gaps was Bounce Fitness required to evaluate all
employees’ professional knowledge, ensuring all trainers acquired the minimal requirements, Certificate III
in Fitness. According to Fitness Australia standard, Bounce Fitness’s trainers required to complete at least
20 CECs (Continuing Education Credit) every two years. Therefore, Bounce Fitness need to ensure all
trainers of the Centre to maintain such education needs. Main threat arising from this change was existing
trainers without qualifications will resist change. In several cases, when change occurred, two type of
forces appeared to reshape organization equilibrium, known as driving force and restraining force. Driving
force was Bounce Fitness management and retraining force refers to the people affected by changes such
as under-qualified trainers. Due to that reason, it is highly important for Bounce Fitness management to
persuade and establish an understanding with trainers who resist changes.
 Identify specialists to be consulted to assist with identifying change needs:
a. identify specialists you will engage to help identify change requirements and be prepared to explain
your reasons for engaging these specialists
b. identify what consulting model you would adopt to engage the specialists and be prepared to explain
why you would use this model.
To effectively engage with these managers to complete a review of the requirements for change that you
have identified, you will need to prepare a summary of your findings to present to them. This should
include:
● the organisation’s goals that you are trying to meet from the strategic plan
● details of the strategic change requirement that you have identified to achieve the goals
● results of your review of the organisation’s current state with regards to policies, practices and
operations
● outcomes of your research of external trends
● supporting data to help managers understand why identified change requirements are needed;
supporting data could include:
 data on employees such as turnover, absenteeism, employee engagement scores, etc.
 productivity reports
 error reports
 technology outage data.
● summary of the identified requirements for change.
To ensure that you complete a thorough review you should aim to seek feedback with regards to each of
the points above.
 Assume your assessor is a specialist/expert of the kind you have identified in step 7. Consult with
your assessor to assist with identification of change management requirements and opportunities.
• identify strategic change needs through an analysis of strategic plans
• review existing policies and practices against strategic objectives to identify change requirements
• monitor trends in the external environment to identify events or trends which impact on the
achievement of organisation's objectives
• identify major operational change requirements due to performance gaps, business opportunities or
threats, or management decisions
 Identify the managers that need to be informed. Prepare a plan that identifies who, when and how
stakeholder managers will be engaged to review and prioritise change requirements.
• Change Management Project Plan
 Announcing the change. Managers and employees are advised that consultation will take place
regarding the implementation of the change.
• Communications Plan
 Arranging consultation activities.
 Conducting consultation activities to validate or identify required changes to your draft project,
communications and education plans.
• Education Plan
 Updating your draft project, communications and education plans.
 Submitting revised plans for re-approval (depending on the scale and nature of the changes you
have made to your plans).
 Assume your assessor is a manager you have identified. Consult with your assessor to review the
changes you propose and to help you prioritise changes. Suggest and justify the priority you have
assigned to each change you recommend.
• complete the activities detailed in the plan in sequence
• ensure you are aware of the start and end date for each activity and adhere to those timelines
• review the plan activities at the beginning of each week to understand the tasks and deliverables for
the week ahead
• review the plan at the completion of each phase to evaluate your achievements against planned goals
and milestones
• follow up with stream leaders with regards to completion of activities within each of their plans
• where required, modify your plan timelines and activities and inform key stakeholders of any changes,
remembering to seek approval for major changes where required
• complete reporting requirements as detailed in your agreed measurement and reporting protocols

 Prepare a 3–4 pages’ report detailing change requirements for the organisation. Include all of the
information you identified and explanations that you prepared in steps 3–10.
Fast Track Couriers are in the need to bring some changes in their organizational structure as well as
operations. These requirements for change are:
• It needs to build its market share so as to be the preferred choice as movers/courier Company.
• It needs to change their delivery system so as to offer shorter delivery times to its customers. Slow
distribution system causes late delivery to the customers which can be negative for the company,
hence decrease their delivery system.
• The lack of participation in training programs are required to be changed by building trust among
employees as well as drivers and motivating them to work productively.
• Productivity reporting shall be completed using PDA data.
Drivers are resistance to change which can negatively affect the company and thus should be explained
about the change in detail by keeping in mind their requirements.
Change is inevitable. Every organization needs a change but it should be in right place. They incorporate
the values, vision and mission of the organisation and detail the priorities, actions and resources
required to achieve the organisation’s goals. An organisation’s strategic plan reflects what the
organisation sees as most critical to its success in the next three to five years.
 to expand business in the metropolitan area so that small to medium package deliveries market
share increases by 7.5%
 to develop an integrated approach to distribution management utilising technology such as PDA
devices and GPS
 to develop and maintain a cohesive and well-motivated workforce.
We need to review the organisation’s current state to understand how the current policies, practices and
operations deliver against the organisation’s strategic goals.
So we review the organisation’s performance against objectives with regards to its:
a. People
• poor relationships between managers and staff
• little opportunity for training and development
• no team meetings
b. Processes
• no documented processes
• no process review conducted since company started five years ago
• convoluted and hard to understand. Process
c. Technology
• old technology
• slow
• no manual or user guides available
• outages experienced weekly
d. Structure
• high supervisor to employee ratios in contact centre
• flat structure

To effectively manage the risks and barriers associated with implementing change you should follow the
following steps:
Step 1 – Identify risks and barriers.
Step 2 – Analyse and evaluate risks and barriers
Step 3 – Identify strategies for mitigating risk.

During the implementation phase of change management, it is likely that we will recognise some of the
risks and barriers you identified, when completing our risk management plan, starting to emerge.
This is when we will need to review our risk management plan and action the strategies for mitigating the
risk that us detailed in that plan.
Examples of risk and barriers that may witness are:
• Risks
 process changes result in slower service to customers
 poor change management results in disgruntled employees
 new equipment results in an increase of errors.
• Barriers
 resistance from those impacted by the change
 fear of the unknown
 existing organisational culture, e.g., history of failed organisational change
 loss of control
 poor manager/employee relationships
 lack of involvement in the change
 low morale
 vested interests.

To effectively engage with these managers to complete a review of the requirements for change that we
have identified, we will need to prepare a summary of our findings to present to them. This should include:
● the organisation’s goals that we are trying to meet from the strategic plan
● details of the strategic change requirement that we have identified to achieve the goals
● results of our review of the organisation’s current state with regards to policies, practices and operations
● outcomes of our research of external trends
● supporting data to help managers understand why identified change requirements are needed;
supporting data could include:
 data on employees such as turnover, absenteeism, employee engagement scores, etc.
 productivity reports
 error reports
 technology outage data.
● summary of the identified requirements for change.
To ensure that we complete a thorough review us should aim to seek feedback with regards to each of the
points above.
Although we will face many problems and many risks during the process, we must discuss the
communication with the relevant management manager and try to find out the problem, solve it or discuss
the new solution to replace it.
Before we commence developing our change management strategy it is important that we understand the
change management process. There are many theories that describe the change process (also known as
the change cycle); however, most include the following three fundamental steps:
1. Prepare for change
develop change strategy & develop project plan
2. Implement change
implement project plan, conduct communication activities & conduct education activities.
3. Reinforce and evaluate
collect feedback from impacted groups, identify and remove barriers, activate strategies to embed the
change & evaluate and review project plan.
There are many change management theories that describe how the change process or cycle works. These
theories provide useful insights into the change process and can assist us with developing a strategy that
will manage change effectively by addressing the needs of the people who will implement change.
The people dimension of change involves progressive education and understanding as follows:
• Awareness of the need to change
• Desire to participate and support the change
• Knowledge of how to change and what change looks like
• Ability to implement the change on a day to day basis
• Reinforcement to keep the change in place
Relevant managers and us began to implement a series of projects, such as: change management project
plan, communication plan, education plan and reward plan, etc., use the plan to let all employees
understand our purpose and guide morale to promote reform.
If organisations that do not innovate and apply proven ideas based on research run the risk of falling
behind organisations that do. Let’s look at a detailed example of a change management project plan. The
example uses the ADKAR change model to inform the change management project plan:
1. Awareness of the need for change
2. Desire to support and participate in the change
3. Knowledge about how to change
4. Ability to implement the change
5. Reinforcement to sustain the change
The example demonstrates a robust approach to change management, using theory to inform strategy.
The following example also includes some activities which help to make the experience of change fun and
interesting for participants. Fun activities have the tactical effect of advancing strategic goals. For example,
such activities build desire for change and reinforce messages in an engaging way.

However, the reforms are carried out to enhance the company's operations, so that employees can
challenge the next level of performance. In contrast, operational improvements can provide better
benefits for employees, and employees can use the reforms to clearly understand the market that the
company needs.