4.BSBLDR601 Assessment 1 Learner

BSBLDR601 Lead and manage organisational change
Learner Instructions 1
(Knowledge Assessment)
Submission details
Students Name
Student ID
Group
Assessor’s Name
Assessment Date/s
The assessment task is due on the date specified by your assessor. Any variations to
this arrangement must be approved in writing by your assessor.
Submit this document with any required evidence attached. See specifications below
for details.
Instructions
1. There are nine (9) written questions in this assessment task.

2. You must attempt all questions and answer in your own words.
3. Instructions/Guidelines such as word-limit, what is expected from your answer
etc. have been given to each question.
4. You must complete this task individually.
5. You must demonstrate understanding and application of relevant concepts and
critical thinking.
6. Submit written answers to your assessor within an agreed timeframe and in an
agreed format. Ensure your answers reflect specifications as outlined below.
7. Keep copies of all submitted materials for your records.
Specifications
You must provide:

● Answers to nine questions (provided in Appendix 1).
BSBLDR601 Learner Instructions 1

Version: 1.1
Implemented: 2nd July 2021
To be reviewed: 2nd July 2023
Responsibility: Operations Manager
RTO Code: 0249, CRICOS Provider Code: 03282E
© MVJ Enterprises Pty Ltd t/a Perth College of Beauty Therapy, YES College
Appendix 1: Knowledge Assessment
1. Answer the following questions:
1.1. Explain any four (4) events or trends in the external environment that
impact the achievement of organisational objectives in 30-60 words each.
1.2. How can trend analysis help in identifying changing trends and
opportunities in the workplace? Write your answer in 100-150 words.
1.1 External factors that affect an organization may be political, economic,

social or technological.
• Political – legislative factors, legal and policy framework comprising the
organization exists. The legal framework includes all laws and legal regulations and
policy framework refers to the relational system created between political power
and business.
• Economic factors that directly affect business organizations by interest
rates, inflation, exchange rate, fiscal policy, price fluctuations etc.
• Technological factors, with the new technologies very quickly we achieve
productivity today, creating new products, creating the need for them while their
consumption. It can be said that there is no market which requires the exercise of
pressure resulting from technological change, subsequently generating market.
• Microenvironment composed of ‘actors’ organizations, interest groups in the
immediate vicinity, suppliers, customers, competitors, public power.
1.2 Trend analysis is the process of comparing business data over time to
identify any consistent results or trends. You can then develop a strategy to
respond to these trends in line with your business goals.
Trend analysis helps you understand how the business has performed and predict
where current business operations and practices will take you. Done well, it will
give ideas about how you might change things to move the business in the right
direction

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2. Why is it important to review existing policies and practices against strategic

objectives to guide organisational change? Write your answer in 150-200 words.
Regularly reviewing the policies and procedures keeps the organization up to date
with the latest regulations and technology, as well as consistent with the industry's
best practices. Your policies are more consistent and effective, and they help
protect the organization, the employees, and the people you serve.
And if you're in a high-risk or highly-regulated industry, such as healthcare, public
safety, banking, or financial technology, you should be conducting regular policy
reviews anyway. However, it's a smart idea for every organization, regardless of
how regulated you are [ CITATION Pow20 \l 3081 ].
While the core elements of policies and procedures may stay the same the details
should change according to industry standards, organizational needs, or legal
requirements. In addition, policies should line up with the company’s mission,
vision, and values.
Importance of reviewing policies and procedures:
• Outdated policies put your organization at risk.
• Old policies may be non-compliant with new laws and regulations.
• Ensures your policies are consistent and effective.
• Regular review keeps your organization up to date with regulations,
technology, and industry best practices.

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3.1. What is the cost-benefit analysis? What are the different costs involved in
cost-benefit analysis? Write your answer in 100-150 words.
3.2. Explain the following two (2) methods for conducting a cost-benefit
analysis for high priority change requirements and opportunities in 50-100
words each:
a) Return-on-investment analysis
b) Net present value.
3.1 A cost-benefit analysis is a systematic process that businesses use to analyze

which decisions to make and which to forgo. The cost-benefit analyst sums the
potential rewards expected from a situation or action and then subtracts the total
costs associated with taking that action. The costs involved in a CBA might include
the following:
• Direct costs would be direct labor involved in manufacturing, inventory, raw
materials, manufacturing expenses.
• Indirect costs might include electricity, overhead costs from management,
rent, utilities.
• Intangible costs of a decision, such as the impact on customers,
employees, or delivery times.
• Opportunity costs such as alternative investments, or buying a plant versus
building one.
• Cost of potential risks such as regulatory risks, competition, and
environmental impacts.
3.2 The following methods are explained below, which are used to conduct a cost-
benefit analysis:
a) Return-on-investment

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Return on investment (ROI) is a financial metric that is widely used to measure the
probability of gaining a return from an investment. It is a ratio that compares the
gain or loss from an investment relative to its cost. It is as useful in evaluating the
potential return from a stand-alone investment as it is in comparing returns from
several investments.
In business analysis, ROI and other cash flow measures—such as internal rate of
return (IRR) and net present value (NPV)—are key metrics that are used to
evaluate and rank the attractiveness of a number of different investment
alternatives. Although ROI is a ratio, it is typically expressed as a percentage rather
than as a ratio.
b) Net Present Value
Net present value (NPV) is the difference between the present value of cash
inflows and the present value of cash outflows over a period of time. NPV is used
in capital budgeting and investment planning to analyze the profitability of a
projected investment or project. NPV is the result of calculations used to find
today’s value of a future stream of payments

Version: 1.1

4.1. Explain the following methods of conducting a risk analysis in 50-100 words
each:
a) Fault Tree analysis

b) Cause-Consequence Analysis
4.2. Explain the following barriers to change and relevant mitigation strategies to
address them in 150-200 words each.
a) Lack of employee involvement

b) A bad culture shift planning
4.1 The following methods of conducting a risk analysis are explained below:
a) Fault Tree Analysis
Fault tree analysis (FTA) is a graphical tool to explore the causes of system level
failures. It uses Boolean logic to combine a series of lower-level events and it is
basically a top-down approach to identify the component level failures (basic event)
that cause the system level failure (top event) to occur. Fault tree analysis consists
of two elements “events” and “logic gates” which connect the events to identify the
cause of the top undesired event
b) Cause – Consequence Analysis

Cause-Consequence Analysis (CCA) is an analytical technique used in risk
management for a better understanding of failures by assessing the probability of
failures of systems with a focus on their causes. Much like the Fault tree analysis
the Case Cause Analysis uses a graphical representation to identify the potential
causes of an undesired event and produces quantitative data by applying logic
gates and probabilities of those events occurring but further CCA looks into the
possible consequences of the undesired event occurring
4.2 The barriers to change and relevant mitigation strategies are explained
below:
a) Lack of employee involvement

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This is perhaps the most common barrier to change management. Employees

always have the fear of change, and unless they are involved in the change
process, it is highly likely that even the most loyal member of your employees will
resist the change.
The biggest mistake some organizations make is failure to involve employees in
the change process. This spikes fear of the unknown, lack of desire to embrace a
new culture and eventually a complete barrier to the change.
Your efforts to introduce change can only succeed when you get employees
involved in the change process as much as possible. Getting the employees
involved means listening to their opinion, accounting for their output and assuring
them that the change is for the good of all in the organization including them.
Providing relevant, sufficient resources to drive them towards change will be a
necessary thing to do, so that they are comfortable and ready to adjust to the new
development within the organization
b) A bad culture shift planning

Sometimes the planning team totally has no idea that the change will affect people.
Of course, the team at this state will only concentrate on planning administrative
structure, work area responsibilities, job responsibilities as well as work reporting
structure.
More often than not, the planning team always fails to make decisions based on
feelings and intuitions. This really overlooks how people feel, reason and work
hence barrier to change.
The only way to break this barrier is for the planning team to understand that the
organization must not overlook the feelings of the employees.
The organization has to do whatever it takes to prevent deep resentments, which
usually occur due to disrespect of taboos and traditions at the workplace.
Therefore, when focusing on critical thinking and objective analysis, it is important
to understand that taking the feelings of the employees into account is quite a great
way to overcome the barrier that usually hinder organizational changes.

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5.1. What content should be included in communication plans for the

promotion of benefits of organisational change? Write your answer in 150-200
words.
5.2. Explain the key content of educational plans to address the staff
members’ training requirements for implementing the change in 70-120
words.
5.1 The content of communication plans for the promotion of benefits of

organizational change include:
• Purpose and approach. Think of this as a really clear summary of the entire
communication plan—why it’s in place, the approach you’re going to take, and how
it connects to the rest of the project.
• Goals and objectives. This is where you start to drill down on expectations
and what you’re planning to accomplish.
• Stakeholder information. Clearly define who needs to be communicated
with throughout the project, the type of information they need to receive (and at

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what frequency), and their preferred method of communication.

• Tools. This is where you answer how you’re going to communicate with
everyone at different milestones or key moments. For example, meeting
summaries, formal presentations, and custom project dashboards are all options.
• A high-level outline of internal project communication methods. While a
communication plan mostly deals with people outside of your core team, it’s still a
good opportunity to outline the methods you’ll be using for day-today
communication.
5.2 The key content of educational plans to address the staff members’ training
requirements for implementing the change are:
• It will be important to ensure that staff understand the new roles and have
the knowledge and tools to carry them out.
• Help reduce resistance to change by ensuring that staff understand the
reasons for change and agree that change is needed.
• To help staff accept the new bundle of practices fully, ensure that they
understand that those practices offer promising strategies for providing high-quality
care for patients.
• Identify and minimize practical barriers to using the new practices, such as
inadequate access to supplies.
• At all levels, engage staff to gain their support and buy-in to the
improvement effort and help tailor the practices in pressure ulcer prevention.

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6.1. Explain the change management processes or cycle in 200-250 words.
6.2. Explain the strategies for communicating and embedding change in 300-
350 words.
6.1 The change management processes or cycle is explained below:

Organizational change refers broadly to the actions a business takes to change or
adjust a significant component of its organization. This may include company
culture, internal processes, underlying technology or infrastructure, corporate
hierarchy, or another critical aspect.
• Prepare the Organization for Change
For an organization to successfully pursue and implement change, it must be
prepared both logistically and culturally. Before delving into logistics, cultural
preparation must first take place.
In the preparation phase, the manager is focused on helping employees recognize
and understand the need for change. They raise awareness of the various
challenges or problems facing the organization that are acting as forces of change
and generating dissatisfaction with the status quo.
Gaining this initial buy-in from employees who will help implement the change can
remove friction and resistance later on.
• Craft a Vision and Plan for Change
Once the organization is ready to embrace change, managers must develop a
thorough and realistic plan for bringing it about. The plan should detail:
Strategic goals: What goals does this change help the organization work toward?
Key performance indicators: How will success be measured? What metrics need to
be moved? What’s the baseline for how things currently stand?
Project stakeholders and team: Who will oversee the task of implementing change?
Who needs to sign off at each critical stage? Whowill be responsible for
implementation?
Project scope: What discrete steps and actions will the project include? What falls
outside of the project scope?
• Implement the Changes

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After the plan has been created, all that remains is to follow the steps outlined
within it to implement the required change. Whether that involves changes to the
company’s structure, strategy, systems, processes, employee behaviors, or other
aspects will depend on the specifics of the initiative.
During the implementation process, change managers must be focused on
empowering their employees to take the necessary steps to achieve the goals of
the initiative. They should also do their best to anticipate roadblocks and prevent,
remove, or mitigate them once identified.
Repeated communication of the organization’s vision is critical throughout the
implementation process to remind team members why change is being pursued.
• Embed Changes Within Company Culture and Practices
Once the change initiative has been completed, change managers must prevent a
reversion to the prior state or status quo. This is particularly important for
organizational change related to processes, workflows, culture, and strategies.
Without an adequate plan, employees may backslide into the “old way” of doing
things, particularly during the transitory period.
By embedding changes within the company’s culture and practices, it becomes
more difficult for backsliding to occur. New organizational structures, controls, and
reward systems should all be considered as tools to help change stick.
• Review Progress and Analyze Results
Just because a change initiative is complete doesn’t mean it was successful.
Conducting analysis and review, or a “project post mortem,” can help business
leaders understand whether a change initiative was a success, failure, or mixed
result. It can also offer valuable insights and lessons that can be leveraged in
future change efforts.
6.2 Strategies for communicating and embedding change are explained below:
• Communicate the Reasons—Openly and Honestly
Employees deserve your respect. Don’t try to protect them from what is going on
behind the scenes. If you want them to stay engaged, make sure they understand
why the change is warranted. A simple, direct and straightforward approach will
quell any suspicion that there’s an issue you are trying to hide. You are likely to
encourage gossip and rumors if you are not transparent, clear, and truthful. You
will know you are on the right track when employees understand why changes are
being made.
• Communicate the Changes from the Top Down
Significant change requires leadership’s commitment, involvement, and consistent
modeling. Employees expect to hear the current situation, complications, and
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implications from leaders at the top first. The initial change announcement should
come to all employees from the CEO (ideally in person) and then cascade across
the organization in frank and two-way team discussions with directors, managers,
and supervisors. You will know you are on the right track when employees believe
leaders do a good job of informing employees of changes and believe that their
supervisor is an active supporter of changes that affect their team.
• Explain How the Change Will Affect Them
Employees want to know what the change will mean to them personally and
professionally. Will their role change? Will their performance be measured
differently? Will they have a new boss or team? Acknowledge that things will be
different and that you appreciate the effort it will take to adjust.
Because many employees will be anxious about the future, understand that there
will be an emotional component to their reaction to the change. Give them the good
news (the specific benefits for them) and bad news (if any). And, by all means,
thank them for their cooperation, patience and continuing allegiance to the
company.
• Detail the General Change Process
Give employees the step-by-step plan for what’s going to happen and when. The
more clearly, they know what to expect, the more comfortable they will be with the
process. Share what you know, what you do not know yet, and when you expect to
fill in the gaps.
• Get Specific about What They Need to Do
Once employees have the overall plan, they will want to know where they fit in and
what is expected from them. What actions must they take? This is where they need
to be on board with the change and commit to it. If there are some employees more
necessary for the change to be successful than others, you can try to target and
customize your communications to multipleaudiences.
• Give Employees a Chance to Digest the Information, Ask Questions
and Raise Concerns
This is the most critical step of all to keep employees engaged. Provide
opportunities for two-way communication where employees ask questions and get
answers. An anonymous survey can help, but we recommend face- to-face
meetings whenever possible. You will know you gather feedback and your
employees feel as though they're being asked for their input regarding changes
that affect their work.

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7.1. What is organisational behaviour? Write your answer in 50-100 words.
7.2. How does the external environment factors impact change strategies?
Write your answer in 150-200 words.
7.1 Organizational Behavior (OB) is the study of human behavior in

organizational settings, the interface between human behavior and the
organization, and the organization itself. Organizational Behavior researchers study
the behavior of individuals primarily in their organizational roles.
One of the main goals of organizational behavior is to revitalize organizational
theory and develop a better conceptualization of organizational life. As a multi-
disciplinary field, organizational behavior has been influenced by developments in
a number of allied disciplines including sociology, psychology, economics, and
engineering as well as by the experience of practitioners
7.2 The external factors that impact change strategies are:

• Political Factors
o Paycheck Protection Program (PPP) for eligible businesses
o New unemployment regulations
o New regulations extending health insurance coverage and paid sick leave
• Economic Factors
o Potential need for layoffs or furloughs
o Reduction in disposable income could potentially decrease future sales
revenue
o Inflation/interest rates will likely reduce the future availability of credit
o Tax relief for retirement fund withdrawals will impact retirement planning,
making it necessary for some employees to work longer than originally expected
o Future costs of providing healthcare services with the required PPE may
become a long-term issue
• Social Factors

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o Changing preferences for in-office vs. remote work

o Parents working remotely will need to juggle work and childcare
o Remote/hybrid work could negatively impact company culture
o Possible need for social distancing customers when the business reopens
• Technological Factors
o Remote work will necessitate the use of more digital tools to carry out
certain internal processes
o Restricted physical interactions may require new digital ways of working
with customers
• Environmental Factors
o New strains of COVID may continue to affect operations over the long term
o Returning to the workplace may require air quality monitoring and
sanitization products to create a safe environment
• Legal Factors
o Uncertain timeline around returning to work safely and how to manage
individual preferences for work location
o Implications of mandatory vs. voluntary COVID vaccination for employees
o Considerations for reopening physical store locations safely for customers

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8. Explain the key components of a change management project plan in 200-250

words.
The Key components of a change management project plan are:
• Readiness Assessments: Readiness assessments are tools that analyze
the anticipated level of change resistance within your company. There are several
aspects of your organization that should be considered at this juncture:
o The organization as a whole
o The culture and history of the organization
o Your employees
o Your sponsors
• Communication Planning: Effective change requires effective
communication planning. This is one of the pillars of a change management
strategy and it requires ongoing attention. Simply communicating the change once
to your team isn’t enough. Repetition is key.
• Sponsorship Roadmaps: The Project Management Institute explains that
sponsorship is the number-one success factor in determining project and change
initiative success. Sponsorship is also one of the ERP implementation best
practices that we recommend to clients.
• Training: The first type of training you will need is change management
training. Managers should be equipped with the knowledge they need to drive
change within their departments.
The other type of training you will need is end-user training. In other words,
employees should be trained on how to follow new business processes and/or use
new ERP systems. This training should be customized based on how each group
will be impacted by the change.
• Resistance Management: It’s unrealistic to expect that every employee will
be 100% on board with every change. There will likely be some form of
disgruntlement, disagreement or even outright resistance.
This is why a resistance management plan is key. When resistance is proactively
addressed, it is less likely to usurp your project.

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• Change Reinforcement: Reinforcing change in your organization hinges on

celebrating every milestone post-adoption, both big and small. It’simportant to
recognize and reward individuals as they make strides with new technology,
processes and procedures.
• Results Management: Once the project is completed, it’s important to have
steps in place for measuring results. At this point in the process, you can take a
bird’s eye look at where the program was successful, as well as any weak areas.
You can also identify process changes that you can implement on the next round of
changes
9. How would you monitor and review the change management strategy that has
been implemented in an organisation? Explain in 50-100 words.
The final step in any planning process is to monitor and evaluate progress. The

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same way as you check the signposts along a road when completing a journey, it is
similarly important to check that development is on track.
The management committee should use reports against its annual operational
plans to review progress towards meeting the strategic aims and objectives.
Therefore, they must ensure that whoever is doing the work is keeping appropriate
records so that progress can be assessed. This will involve, at the implementation
stage of your plan, being clear what systems and structures are required. The
things you decide to measure will give an indication of how well you’re doing,
hence, the name indicators or performance measures.
When reviewing progress towards achieving the strategic aims and objectives, the
Management Committee should:
• ensure that activities are kept within the parameters of the agreed strategic
aims and objectives;
• ensure that activities are consistent with organization’s vision, mission and
values;
• if the organization is a charity, use the information collected to show the
public benefit the charity is having; and
• keep under review internal and external changes which may require
adjustments to the organization’s strategy or affect their ability to achieve their
objectives

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Candidate: I declare that this work has been completed by me

honestly and with integrity and that I have been assessed in a
Signature: ___________________
fair and flexible manner. I understand that the Institute’s
Student Assessment, Reassessment and Repeating Units of
Competency Guidelines apply to these assessment tasks. Date: ____/_____/_____

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BSBLDR601 Lead and manage organisational change

1. There are nine (9) written questions in this assessment task.

You must provide:

BSBLDR601 Learner Instructions 1

Appendix 1: Knowledge Assessment

1. Answer the following questions:

1.1 External factors that affect an organization may be political, economic,

BSBLDR601 Learner Instructions 1

2. Why is it important to review existing policies and practices against strategic

BSBLDR601 Learner Instructions 1

3. Answer the following questions:

3.1 A cost-benefit analysis is a systematic process that businesses use to analyze

BSBLDR601 Learner Instructions 1

BSBLDR601 Learner Instructions 1

4. Answer the following questions:

a) Fault Tree analysis

a) Lack of employee involvement

b) Cause – Consequence Analysis

BSBLDR601 Learner Instructions 1

This is perhaps the most common barrier to change management. Employees

b) A bad culture shift planning

BSBLDR601 Learner Instructions 1

5. Answer the following questions:

5.1. What content should be included in communication plans for the

5.1 The content of communication plans for the promotion of benefits of

BSBLDR601 Learner Instructions 1

what frequency), and their preferred method of communication.

BSBLDR601 Learner Instructions 1

6. Answer the following questions:

6.1. Explain the change management processes or cycle in 200-250 words.

6.1 The change management processes or cycle is explained below:

BSBLDR601 Learner Instructions 1

BSBLDR601 Learner Instructions 1

7. Answer the following questions:

7.1. What is organisational behaviour? Write your answer in 50-100 words.

7.1 Organizational Behavior (OB) is the study of human behavior in

7.2 The external factors that impact change strategies are:

BSBLDR601 Learner Instructions 1

o Changing preferences for in-office vs. remote work

BSBLDR601 Learner Instructions 1

8. Explain the key components of a change management project plan in 200-250

BSBLDR601 Learner Instructions 1

• Change Reinforcement: Reinforcing change in your organization hinges on

BSBLDR601 Learner Instructions 1

BSBLDR601 Learner Instructions 1

Candidate: I declare that this work has been completed by me

BSBLDR601 Learner Instructions 1

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