Assessment - BSBINN601 (2 Weeks)

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STUDENT ASSESSMENT
LEAD AND MANAGE ORGANISATIONAL

CHANGE - BSBINN601
Lead and manage organisational change - BSBINN601

Issue Date: 18/04/2018 Page 1 of 27
ABN: 57 169 281 501
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Melbourne VIC 3000
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Instructions
You are advised to commence work on your assessment from week 1 and all tasks must be
submitted by the due dates provided.
1. All assessments must be completed and delivered individually. Where an assessment

involves group discussions, you should consider the input of your group but submit an
individual assessment to your trainer.
2. Please read all instructions on completing each assessment. Instructions for completion
are provided at the beginning of each assessment.
3. All written answers must be typed in a word document using Arial font, 12 size and single
spacing if similar instructions are not provided in the assessment.
4. Your trainer will not be able to assist you in answering questions. However, your trainer
will address any issues concerning questions requiring further explanation.
5. You may refer to your student learning resources or any other relevant resources when
completing your assessment.
6. Assessments are due for submission as specified in the assessment schedule. Any
variations to this arrangement must be approved by your trainer prior to the due date for
submission.
7. You have access to computers which are equipped with Microsoft suite of products or
any other relevant software and printing facility.
8. Use assessment templates if provided, to complete relevant sections of the assessment.
You can also create your known templates for assessment evidence.
9. You must achieve a satisfactory result for all tasks to achieve competency in this unit.
10. All assessment answers should be submitted to the trainer in required format (soft or
hard copy) as per trainer instructions with completed assessment cover sheet (if
required).
Assessment Schedule
Task Due Date
Task 1 Week 1
Task 2 and Task 3 Week 2

ABN: 57 169 281 501
T: 02 8937 0991
Melbourne VIC 3000
T: 03 0 9077 0758
Task 1: Identify change requirements and

opportunities
Performance objective
You will demonstrate the skills and knowledge required to identify change requirements for
an organisation.
Assessment description
Using the scenario information supplied, you will identify strategic change needs, review
existing policy, monitor trends in the external environment that impact on an organisation’s
objectives, identify operational change objectives, prioritise change requirements and
consult experts or specialists to assist in identification of change requirements and
opportunities. You will then write a report to management outlining the change
requirements.
Procedure
1. Review the scenario information provided (in the Appendix of this task) for Fast Track
Couriers.
At the end of 2011 financial year, the general manager of Fast Track Couriers was
seeking for the opportunities for changing management of the company in order to
achieve its strategic goals in the coming year. The goals were developed to increase Fast
Track Couriers’ market share. The strategic goals are supported by the operational and
human resources goals of the company. External change management consultation will
be conducted regarding the change requirements
2. Prepare to write a report on change requirements for Fast Track by following steps 3–10
below.

ABN: 57 169 281 501
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Melbourne VIC 3000
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Analyse the organisational objectives provided in the scenario to identify the following
change requirements for Fast Track Couriers.
a. Identify requirements for change.
To achieve the organization’s objectives, Fast Track Couriers intends to bring a
variety of changes to their organizational structure. Requirements for change
management are necessary to be addressed prior to the implementation of
changes.
First, the management aims to increase the market share of Fast Track Couriers by
7.5%. In this case it requires the business to focus on small to medium package
deliveries. Adjustment and improvement need to be made in order to shorten the
delivery time.
The lack of contribution in guidance programs are necessary to be transformed by
structure faith between workers as well as drivers and also motivating them towards
work efficiently
b. Prepare an explanation of how your identified change needs to link to the
organisation’s strategic plan goal/s.
Every business requires changes but these changes must be aligned with the
organizational objectives of the business. The changes in Fast Track Couriers
management can be identified by analysing its strategic goals as well as its
operational plan and human resources goals.
The company plans to expand its business in the metropolitan area of Sydney so
that the market share will increase by 7.5%. This goal can be achieved by
implementing more efficient service and new technology. New distribution
management system and larger truck fleet are required to attain the operational plan
goals. Changes in workforce management will be made to meet the human
resources goals. All these changes are associated with the organization’s
objectives.
3. Review the organisation’s current state to understand how the current policies, practices
and operations deliver against the organisation’s strategic goals.
The current primary business function of Fast Track Couriers is delivering medium to
large packages in Sydney. In order to increase its market share, the business needs to
shift its focus to small and medium deliveries. Information is provided to drivers through
documented manuals and a PDA is equipped on each truck to provide delivery details
and gather job progress. However, the electronic devices are not acceptable by drivers
currently.
Review the organisation’s performance against objectives with regards to its:
a. People
Head office employees of Fast Truck Couriers are working as a cohesive and
motivated team. They are positive about the direction of the business and are likely
to accept change management. However truck drivers of Fast Track Couriers are
satisfied with the current situation. It seems that these drivers would react negatively

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to changes. Also these drivers have little opportunities to participate in learning and
development programs because of being on the road.
b. policies and processes
The distribution process of Fast Track Couriers is considered to be relatively slow so
the company aims to increase efficiency of its delivery and to shorten the delivery
time. However the truck drivers are not eager to adopt the new distribution
management utilising technology such as PDA devices and GPS. The current work
environment of drivers is like a two-man team which leaves the drivers alone and let
them do the delivery jobs.
c. Technology
The employees of Fast Track Couriers are reacting negatively to the change in
technology. By equipping PDA devices onto delivery vehicles, the company aims to
improve efficiency of its distribution process. However it is relatively hard for the
truck drivers to fully accept and handle the new technology. It seems that these
drivers prefer to use the documented manuals as before.
d. structure.
The structure of Fast Track Couriers is simple and can be categorized into two
major parts—head office employees and truck drivers on the road. The general
manager is always on the road which indicates he/she is not spending sufficient
time on supervising the whole business. Issues related with lack of control and
management intend to appear regarding the structure of Fast Track Couriers.
4. 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.
Two major external factors that may influence the success of the organisation’s
objectives are examined
b. Develop an explanation of how the trends currently impact or will impact
organisational objectives.
The first factor involves the competitors of Fast Track Couriers. If the company’s
competitors implement more advanced technology as well as more efficient
distribution management process workers, Fast Track Couriers may lose its clients
and market share.
Government policy is another important factor that may impact the achievement of
the organizational goals. If the relevant government authority introduces new policy
to the industry such as raising the “road tax” or the “toll tax”, operational costs of the
company will increase. As a result these costs are transferred to delivery charges
which will make the company less competitive (Paine, 2014).
5. Identify major operational change requirements.
a. Identify changes due to performance gaps.
Currently Fast Track Couriers allocates two drivers to each truck. By installing PDA
devices and automatic lift gates to trucks, the required number of staff on each truck
can be reduced to one. In this case, the efficiency of distribution processes can be

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improved. However the implementing of new technology confronts the resistance

from the truck drivers. These drivers prefer the current two-man team and only see
the benefits of these specific working arrangements.
b. Identify changes due to business opportunities.
Fast Track Couriers has an opportunity to increase its market share by 7.5% in
delivery business. This leads to the expansion of its business such as increasing the
number of vehicles in its truck fleet. As a result, the capacity and efficiency of Fast
Track Couriers delivery business will be both improved.
c. Identify changes due to threats.
Drivers’ acceptance of new technology related to distribution management process
is one of the potential threats to Fast Track Couriers. In order to make the new
technology more acceptable, the company should make adjustment to its
operational plan. The management of the company needs to assign the truck drivers
to participant in learning and development programs. Once these trucks realize that
the change management are beneficial to both the company and themselves, they
will become more positive about the new technology.
d. Identify changes due to management decisions.
If Fast Track Couriers wants to increase its market share in the coming year, it
needs to shift its primary business function from medium and large size packages
delivery to small and medium size. If the shift is made, the target clients of Fast
Track Couriers will changed. Also the company’s intention to apply single-driver
strategy will result in the change of work environment of the truck drivers.
6. Identify specialists to be consulted to assist with identifying change needs.
The specialists that are necessary to be consulted in the case of identifying change
needs include:
Change management experts—they will investigate the potential opportunities and
threats of change. After analysing them all, change management experts will
provide a most feasible plan of change to the company.
IT experts—They will assist the company to install the PDA devices onto the trucks
and explain to the truck drives about the benefits of implementing new technology.
HR experts – They will assist in uniting all the employees to encourage them to work
under the new environment resulted from the change management.
Market analysts – They will assist in giving data regarding different market figures
that the business can cite when it considers change management
7. 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.
Verbal discussion with Assessor is done

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8. 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.
The general manager shall be informed regarding all the changes needed in terms of
expertise, workers, processes and arrangement. The HR executive should be informed
regarding the changes implemented in the workforce.
The board of Fast Track Couriers, the whole management team and the truck driver
representatives should be engaged to review and prioritise change. And such a review
should be hold before the company taking any substance action regarding the change of
management. During the meeting, different experts should be invited to clarify any
potential consequences of change management.
9. 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.
Fast Track Courier Pyt Ltd. has undergone many organizational changes but has also
faced resistance on the part of the employees. When changing the technology of the
company and including GPS systems and PDA devices to improve the working of the
drivers and help them navigate easily through the route, the drivers felt hesitant as they
thought that the company didn’t trust them. Also removing their companion drivers and
using automatic lift gate forced them to go on strike as they were happy working with
companions. Expanding their fleet of trucks by 8 they are trying to capture the Sydney
market and offer their customers shorter delivery times.
Specifications
You must provide:

● one 3–4-page report detailing change requirements for the simulated organisation.
Your assessor will be looking for:

● a 3–4-page report including all information identified in the procedure above
● how you use problem-solving skills to identify and analyse issues or barriers, and develop
responses
● how you develop and incorporate new ideas into your report on change requirements
● planning skills to organise engagement with manager stakeholders and implement
activities to achieve priorities and outcomes
● verbal communication skills to describe, support, and negotiate change requirements and
priorities with stakeholders.

ABN: 57 169 281 501
T: 02 8937 0991
Melbourne VIC 3000
T: 03 0 9077 0758
Appendix
Case Study - Fast Track Couriers
Case Study - Fast

Track Couriers.docx

ABN: 57 169 281 501
T: 02 8937 0991
Melbourne VIC 3000
T: 03 0 9077 0758
Task 2: Develop change management strategy

You will demonstrate the skills and knowledge required to develop a change management
strategy.
Using the scenario information supplied, you will undertake a cost–benefit analysis for high-
priority change requirements, undertake a risk analysis, identify barriers, and develop
mitigation strategies. You will develop a change management project plan, assign resources
and develop a reporting process. You will then present your analysis and project plan to
management for approval.
Procedure
1. Review the simulated workplace information for Fast Track Couriers.
The firm named Fast Track Couriers has been in to the market since long and is a
courier organization that has always been operating within New South Wales for last
15 years. The primary business of the firm is all related to delivering the medium
towards large size parcels across the metropolitan Sydney. Currently the firm wants to
expand its market and aims towards two vital goals. They are:
Goal A: Implement PDA/GPS usage (productivity function) on truck fleet in the first
quarter of the 2016 financial year.
Goal B: Implement one person per truck policy using automatic lift gates in the first
quarter of the financial year
2. Develop a change management strategy for Fast Track, which you will present to
management (your assessor) for approval, by following steps 3–8 below.
3. Identify change goals and specify:
Goal A is need for Fast Track to ensuring the goals and the strategic aims of the firm
can be achieved. According to the purpose of expanding the new locations, the
needed of development technology become an important part that to make they can
gain the competitive advantages. Further more, it can help Fast Track reach the
customer requirement in various cases as the emergency problem… And this one also
gives the highest benefit for company.
Goal B is needed for company provides data and information regarding the strategies
and policies procedures via a documented manual, which are actually held in every
truck like employee manual. More over this can help company optimum to use human
resource as well as other resource base on the way one person per truck system. The
other thing is the automation of gate will help the drive can save the time and

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motivated them have more contribution on company because they had concerned by
Fast Track than other company.
a. who/what is impacted
The goal A of the Fast Track is concern about the GPS system implementation
for tracking the trucks in order to improve the delivery time and the effective of
truck drivers with the other employees also who are affected by the
implementation of the GPS system updating of Fast Track.
b. how they are impacted
To the careful implementation process, these changes will be need to meet the
requirement with some concerns are: The management of company must have
training for the staff to updating and using the new technology. Anyone of staffs in
attainment process of both the goals will be supplied a proper training which will
help them to know and better understand the changes and make it easy for them
to adapt such changes
4. Identify the change goals you have identified are related to the organisation’s strategic
goals.
Change requirement: The requirement will include several novel employees that will be
recruited to get the great cost for the Fast Track. The total amount of implementation
are around $25.000, and the beneficial is expected to grow the market share of Fast
Track by 7,5%.
Cost of changes: As mention before the total amount of implementation are $25,000
and the change is the need about 8 novel trucks for improving the delivery quality and
decreasing the delivery time to get much more advantage on the firm( Maitland and
Gouburn, Nowra) Another change is relocation of some staff or recruitment of new
employees which can reduce cost for Fast Track. Although the new building will give
much more expense for the Fast Track but according to the regional locations within
next 3 years, will help Fast Track has cutting cost in the future.
Risk: There are some risk related to investment problem are:

The employees as truck drivers has not updating the change of the Fast Track and to
be hard to implement the change of firm and this lead to be the risk for the firm when
started processing the implementation.
To invest in the implementation, clearly that needed a lot of money to changing the
system. So, if the implementation is not successful, the failure of the firm will occur so,
it’s a problem on the financial areas and human resource.
Another risk is if employees who are not tend to change with the implementation to get
the motivation, they will off means they will leave Fast Trask to other company, most of
them are much more experience on truck drive.
5. Undertake a cost-benefit analysis of the change requirements

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Possible benefits of every change: The implementation of PDA/ GPS will improve the
technology of Fast Track and tracking the staffs. The implementation of 8 new trucks
based on one-person one truck with the automatic gate will save time and other staffs
can do another task.
a. the change requirements
b. the costs of changes
c. risks
d. the possible benefits of each change
e. assessment of the benefits against the costs and risks
CHANGE COST RISK BENEFIT
- Manager may be
abuse the higher
technology to
Get the updating
control the drivers
technology to gain the
Implementatio so it lead to be
competitive advantages
n of PDA/ confuses of some
and assess the
GPS system one.
performance of staff
- Can not accept
the change of
new technology
Fast Track will be

Need new
able to complete The firm will be able to
trucks will
some 20% of the enhance its delivery
Bringing in incur cost to
deliveries to all the capability
new trucks some
regional locations
5000000
within next 3 years. Better market reach
One driver per Wages and Drivers might not Most well-organized use

ABN: 57 169 281 501
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truck change salaries that accept the change of the resources to wrap
will be paid to totally market needs and
all new requirements
recruitments Drivers might feel
unhappy with the Reduced requirement for
Automation of decision hiring external truckers
gate will incur
cost for Reduced probability of the
technology lifting injury
implementati
on
f. categorised changes:
- About the structural: redesign structure of Fast Track based on external
environment. Its involve hierarchy of the authority, goals and feature of structure
to meet the standard of administration, management.
- About the process: Fast Track needs to reengineer the processes to attain
maximum the productivity. This process will relate with the delivery process of
Fast Track to assemble the products and services.
- About the people: This implementation change will lead the improve and
updating and training skills, behaviors, encourage them to accepted the change
of company and improve the loyalty of them to contribute on the firm.
- The change will give the possible effective for Fast Track, although need to
spend a vast of money in the initial process but it will bring the best benefit to the
firm for the future. To get the competitive advantages and increasing the market
share due to increase the revenue.
6. Undertake a risk analysis of the change requirements:
a. identify the risks and barriers
b. analyse and evaluate the risks and barriers
CHANGE RISK BARRIER
Will be implement the wrong

PDA/ GPS
direction Need to recruit the novel experts
implementation
of software. And its become a

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Its not suit with all employees, difficult task

some time the old person need to
take more time or can not to They don’t want to change and
update follow the change of firm feel confusing.
The training fees also high and They not happy at all when the
difficult to set the appropriate time firm using a lot of technology to
to all the employees because they control them.
are all the drivers. .
Change their attitude so it make The habit need to be more time

Gate automation
the driver always depend on the to change and updating
automatic too much
It’s become difficult for staff to

Exceed driver, so some time they
concentrate on work.
will not work all effort and losing
One driver per truck the staffs if they feel boring if can
Need more trucks to new
not arrange the volume of work
drivers.
c. identify mitigation strategy.

Handling of risk mitigation options will include:
Assuming plus accepting: Fully understanding of risk and must give the
right decision to accept the changing. Both of the approval of project and
manager also need.

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Avoidance: If it have something has not related to the program requirement will
be adjusting to make sure all of task will be done following the changing of
funding and technical.
Controlling: Minimize the risk

Transfer: In this plan accountabilities will be reassigned to the staffs.
Now the change will be monitored.
7. Develop a change management project plan. In order to justify your plan, include a
brief explanation of the change management theory/methodology followed to embed
change. Your plan must reflect theory and you must be prepared to explain to
management how key elements of your plan, such as stakeholder management,
communication, and education/training plans, show elements of a particular theory.
Change in Fast track is vital part of the organization. Moreover, several managers
manage the change poorly in the firm and do not accept it wholeheartedly causing the
distrust otherwise confusion for the employees as well as clients. There are several
steps to this plan:
If the firm are not managed optimally and others often believe they can run them
better than the current managers. Acquiring poorly managed firms and removing
incumbent management, or at least changing existing management policy or practices,
should make these firms more valuable, allowing the acquirer to claim the increase in
value. This value increase is often termed the value of control.
Prerequisites for Success
While this corporate control story can be used to justify large premiums over the
market price, the potential for its success rests on the following:
1. The poor performance of the firm being acquired should be attributable to the
incumbent management of the firm, rather than to market or industry factors that are
not under management control.
2. The acquisition has to be followed by a change in management practices, and the
change has to increase value. As noted in the last chapter, actions that enhance value
increase cash flows from existing assets, increase expected growth rates, increase the
length of the growth period, or reduce the cost of capital.
3. The market price of the acquisition should reflect the status quo, i.e, the current
management of the firm and their poor business practices. If the market price already
has the control premium built into it, there is little potential for the acquirer to earn the
premium.

ABN: 57 169 281 501
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In the last two decades, corporate control has been increasingly cited as a reason for
hostile acquisitions.
The problem of Fast Track is non-efficiency of resource and also bad market research.
The truck drivers are not willing to change.
b) Brainstorm probable solutions- Here the firm needs to evaluate and analyze all
possible solution to the problem. As per Fast track the firm has found two major
solutions that are indulgent of GPS system and automation of the gate for enhancing
the effectiveness of the firm as well as the drivers and better reach the customers.
Here the firm will consider wide variety of the options so that the firm can make proper
logical decision regarding the ways to move further. For this the firm will browse
websites and blogs, as well as books regarding problems the firm is facing.
c) Decide the way to move further- Though people in the firm had their own voice
about change to happen, the managers need to actually set direction for rest of the
firm. This will need a proper time period to open, and conduct honest discussion all
amongst managers about things to be changed and things not to be changed.
d) Write the action steps. Then will be task to decide the way in which Fast track will
address the changes plus then write it like part of the change management strategy.
Here the decisions about communication of the change to all the level of employees
will be done.
e) Set the time frame. The actual speed of the change will be decided in this phase
and decisions about the way in which change will be implemented effectively, plus the
way in which people would respond to the change needs to analyzed and decided
properly. Here managers need to move slowly and carefully. Moving too fast can also
confuse the staff members and also make them unsettled. And then this change
management strategy is to be written to reflect the appropriate speed for the firm
(Connor and Lake, 1988).
f) Reflect upon the way in which these changes would affect different sets of staffs-
Here managers often search for ways in which the change would affect entire firm,
failing towards considering the way in which each department would need to deal with
change. In this case drivers, middle level managers and other staffs will all have
different perspective about the change and all of them need to be handled differently.

ABN: 57 169 281 501
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g) Identify obstacles- Then the firm ahs to identify obstacle in this case like non-
acceptance of the change by staffs, need for money, budgetary obstacle and
recruitment of new employees incurring vast cost for the firm as well as building of
hubs in many locations and even brining inn of novel trucks are many things which
could get in way of change being implemented efficiently.
h) Put plan upon paper. Once the firm gets a essential change management strategy
figured out, the same is to be written down and properly documented. Fat track will use
all the format works that are best for the firm like approval from the manager and many
more.
8. Include the following components in your plan.
a. Stakeholder management.
Stakeholder management is the systematic identification, analysis, planning and
implementation of actions designed to engage with stakeholders.
Most projects, programmed and portfolios will have a variety of stakeholders with
different, and sometimes competing, interests. These individuals and groups can
have significant influence over the eventual success or failure of the work.
Stakeholder management is a set of techniques that harnesses the positive
influences and minimizes the effect of the negative influences. It comprises four
main steps:
Identify stakeholders;
Assess their interest and influence;
Develop communication management plans;
Engage and influence stakeholders.
Identifying stakeholders will be done using research, interviews, brainstorming,
checklists, and lessons learned and so on. The stakeholders and their areas of
interest are usually shown in a table known as a stakeholder map. Typical types
of stakeholders will include:
Individuals and groups performing the work;
Individuals and groups affected by the work;
Owners, shareholders and customers;
Statutory and regulatory bodies.
Each stakeholder will then be classified according to potential impact. This is
usually shown in a matrix that estimates interest and influence on a simple scale

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such as low/medium/high. Those with an ability to directly affect the outputs or

benefits are sometimes referred to as key stakeholders.
Questions to consider when assessing stakeholders are:
How will they be affected by the work?
Will they be openly supportive, negative or ambivalent?
What are their expectations and how can these be managed?
Who and/or what influence the stakeholder’s view of the project?
Who would be the best person to engage with the stakeholder?
This analysis is used to develop a communication management plan. Appropriate
strategies and actions are then defined to engage with stakeholders in different
parts of the matrix. Communications with stakeholders who have high levels of
interest and influence will be managed differently from those with stakeholders of
low interest and influence. Similarly, communications with stakeholders who are
inherently positive about the work will be different from those with stakeholders
who are negative.
P3 managers must identify who should engage with each stakeholder. In many
cases the P3 manager will take on the task, but it is also useful to call upon
peers, senior managers or others who may be better placed.
As a dynamic document, the communication management plan must link to other
plans such as the risk management plan and key milestones within the schedule.
Stakeholder management becomes more complex when stakeholders’ views,
roles or allegiances, etc. change throughout the life cycle. For that reason, the
stakeholder management steps must be repeated throughout the life cycle.
Stakeholder management is one of the most challenging activities within portfolio
management. The overall portfolio of change can be undermined if there are
significant areas of an organization with poor stakeholder commitment.
i. Main stakeholders plus roles-

Stakeholders of the change will be management department of Fast Track,
because this will be change all the structure of the firm when updating the new
technology and implementation.
ii. Commitment level-

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The level of commitment needs to be high including the large amount of risk. Its
seem to be that the employees feel difficult to change and the management need
to concern much more on this case.
iii. Issues-
As mention above, there are two goals of Fast Track need to implement to suit
with the change of organization system and it affected on both of stakeholder and
truck driver.
The goal is achieved to increase profit by $200,000 to increase the trade and
effectiveness of the firm. So, make the successful implementation, manager need
to be concern to other condition to get better results.
The actual change management plan and strategy
Make sure the time to implementation on time after the approval of General
Manager because any time waste will lead to higher increase budgets and lost
the opportunities of investment and then decrease the value of firm.
b. Communication plan:
Audience- The audience is all of truck drive and the middle level manager and the
top manager also
Message- The message will be related to the change of system, as PDA/GPS
and the gate automations to tracking would be easy.
When communication will take place- the communication will be on meeting of
the firm that including stakeholders
How to communicated- Face to face.
Person responsible- communicates as a group based on the guiding of group
leader.
Measuring success-
The observation will be process both of employees and the firm ‘s financial health
in the year 2016. After that will have the result to so the success of the change
when the Fast Track implemented.
9. Your project plan should also include a measuring/reporting strategy. Measurement

and reporting strategy should include:

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i. Format of reports- The report will be post in company magazine year to

years, they will inform the profit changing after take the implementation plan.
ii. When- Yearly
iii. A copy of the report will be submitted to the management and board of
directors as well
10. Finally, your project plan should also include a list of resources (tools, supplies, etc.)
a) Expert to handle technological changes
b) Training rooms and proper arrangement to influence the staffs towards change
c) Good motivation program for the staffs
d) Proper incentives for good performing staffs
e) New systems and computers to handle things technologically (Kavanagh, 1994)
Specifications
You must present and then submit a copy of:

● one PowerPoint presentation containing analysis and change management
project plan.
Your assessor will be looking for how you:

● explain the change management process or cycle and outline strategies for
communicating and embedding that change
● explain components of the change management project plan
● explain specific organisational requirements
● outline potential barriers to change
● demonstrate leadership skills to gain acceptance of plan and gain trust
● demonstrate planning and organising skills
● utilise problem-solving skills to identify and respond to barriers to change and analyse
risks
● use verbal communication skills to describe and promote change
management plan.

ABN: 57 169 281 501
T: 02 8937 0991
Melbourne VIC 3000
T: 03 0 9077 0758
Appendix
Case Study - Fast Track Couriers (Part 2)
Case Study - Fast

Track Couriers (Part 2).docx

ABN: 57 169 281 501
T: 02 8937 0991
Melbourne VIC 3000
T: 03 0 9077 0758
Task 3: Implement change management strategy

You will demonstrate the skills and knowledge required to implement change management
strategy.
Using the scenario information supplied, you will conduct an implementation review. You will
then consult with a union representative and General Manager to receive input and develop
a revised communication plan. You will action the revised plan by delivering a 15–20 minute
information session to employees. Finally, you will consider making final revisions to the
communications plan and overall project plan and seek approval from the General Manager.
Procedure
1. Review the simulated workplace information for Fast Track Couriers

The firm is capable of communicating properly with the staffs via email for the employees
in the head office and through a printed newsletter for the drivers. The firm also provides
information related to policies and procedures via documented manuals which are also
held in every truck like a staff’s manual. All the trucks are actually fitted with the GPS
system towards assisting the drivers with the navigation towards every pick up plus drop.
Trucks also are assigned proper PDA which provides the drivers with details of every pick
up as well as drop off plus records the time when the job starts plus finishes. Employees
of the Head office work very intimately together as well as are extremely cohesive as well
as motivated team. They also are very positive regarding organization’s direction as well
as respond properly to any change. Drivers have in the past reacted unenthusiastically to
any change. Change implemented within past has always met with confrontations and
was thus difficult to get implement. The firm Couriers currently has two drivers in each
truck to make sure that the drivers are capable of handling loading and unloading task of
heavy parcels. The plan moving is to remove need for maintaining two drivers in every
truck through installing the automatic lift gate. These surplus drivers will be indulged in
driving new trucks which will be bought to enable firm to extend services to the regional
locations. Drivers are presently happy with work environment. The firm typically leaves
drivers alone now management is trying to change the system..
2. Following the communications plan provided in Appendix 4, develop a survey to gather
feedback from employees.

ABN: 57 169 281 501
T: 02 8937 0991
Melbourne VIC 3000
T: 03 0 9077 0758
3. Meet with a union representative (your assessor) to receive and discuss the results of the
survey. Anticipate possible resistance by this stakeholder and promote your plans to gain
acceptance. Ask for additional input to help you revise your change management
communications strategy.
The results of the survey showed that managerial staffs like the HR managers and other
top and middle level managers were very happy with the change taking place. They felt
that with technological advancement and enhancement of the firm their workload will
come down to some extent and things could be handled more easily. But lower level
staffs like drivers and other line mans were not seen very happy. Even the delivery staffs
were unhappy with the change.
Better means could have been used to communicate like the managers were informed
through mails whereas a meeting could have been called up by the management team
and staffs of middle level could have been given more details information regarding the
decided change which could have made them feel extra happy and contended.
Also c particular leader could have been allotted for some groups of staffs and the
information could have been made easier and well understandable.
4. Draft revised communications plan and overall project plan (from Assessment Task 2) in
consideration of barriers identified through consultation process (with your assessor
acting as a union representative) and those identified in risk analysis provided in
Appendix 3. Highlight strategic elements in your plan that you will deploy to gain trust and
acceptance of change. Ensure you consider the needs of all stakeholders to gain support
for planned changes.
Revised Communications Plan
Analysis of old plan

Evaluation of the plan
Finding the drawbacks
Filling the gaps left
Altering the plan
Making face to face communication more important
Using power point presentation to communicate the changes to the staffs and explanation
of the same.
5. Meet with General Manager (assessor) to discuss ideas for revised communications plan
and overall project plan based on feedback.

ABN: 57 169 281 501
T: 02 8937 0991
Melbourne VIC 3000
T: 03 0 9077 0758
a. Discuss the needs of all stakeholders.

All the stakeholders of the firm will need-
1. Proper understanding of the need for change and requirement for its proper
implementation as well as management
2. Stakeholders will need timely information about the change
3. All the details be its major or minor related to the change which is going to take
place
4. All the financial details and budgets allocated as well as a total risk and return
analysis and also the details brought in through the survey (Graetz and Smith, 2010)
b. Discuss creative technique, activity or tactic you will use to gain trust and
acceptance in the 15–20 minute information session you will deliver.
Creative Technique
Maintaining transparency among the management and the other working staffs
Development of better employee employer relation
Being friendly with all the staffs
Communicating face to face so that two way communications can be developed
6. Develop a plan for a 15–20 minute information session for truckers. Include an outline of
what activities you will be doing, how long you will be doing them, and how the activity will
achieve the goal of employee acceptance of change process. Ensure you anticipate
possible resistance from these stakeholders and plan to overcome resistance.
Plan To Communicate With Truck Driver
Analysing all the drivers that will be targeted
Bring out most problematic ones
Make a proper plan and call up the trade union
Negotiate with the union leader
Try to explain the facts and details of the change and the benefits the firm as well as the
drivers will attain through the change
Making of a proper power point presentation that would pictorially represent the facts and
details

ABN: 57 169 281 501
T: 02 8937 0991
Melbourne VIC 3000
T: 03 0 9077 0758
Indulging proper motivators and counsellors

Arranging for a meeting with the drivers
Conducting the meeting
7. Make final revisions to your communications and overall project plans based on feedback
and consultation (save these as separate documents to previous drafts). You may need
to consider changes to communication activities, training activities, and rollout of
changes. Consult with GM (assessor) to ensure changes are approved.
Any change management task is not easy and includes several step and procedures. Its
vital for nay firm to move on a new path and that when it needs to handle so many staffs
at same time. Thus the firm needs to concentrate a lot on the facts and details regarding
the change management and also indulge theories related to the issue for attainment of
better results. In a nutshell here are all the facts related to the case that happened in the
Fast track courier firm and the way in which the firm managed to handle the issues and
implement as well as communicate the change effectively
Specifications
You must submit copies of:

● one survey
● drafts of communications and overall project plans to indicate review of plans
(including highlighted strategic element/s)
● planning and support documents for your 15–20 minute information session
(such as a plan for the session, PowerPoint presentation, handouts, and a
creative activity for gaining trust and acceptance of change process).
Your assessor will be looking for how you:

● explain the change management process
● outline components of the change management project plan
● demonstrate knowledge of specific organisational requirements from the scenario
● outline potential barriers to change from the scenario
● describe a range of techniques for embedding change and gaining trust
● demonstrate leadership skills to gain acceptance of plan and gain trust
● provide innovation skills to develop creative ways of getting people to
accept change
● demonstrate planning and organising skills
● demonstrate problem-solving skills to respond to barriers to change
● develop project management skills to implement change management strategy
● demonstrate teamwork skills to consult with relevant groups for input
● use verbal communication skills to describe and promote change
management plan.

ABN: 57 169 281 501
T: 02 8937 0991
Melbourne VIC 3000
T: 03 0 9077 0758

ABN: 57 169 281 501
T: 02 8937 0991
Melbourne VIC 3000
T: 03 0 9077 0758
Appendix
Case Study - Fast Track Couriers (Part 3)
Case Study - Fast

Track Couriers (Part 3).docx

ABN: 57 169 281 501
T: 02 8937 0991
Melbourne VIC 3000
T: 03 0 9077 0758
References / recommended resources

Lead and manage organisational change - BSBINN601, 2015, 1st Edition, Version 1,
Innovation and Business Industry Skills Council Ltd Australia, East Melbourne, VIC, Australia
Recommended reading
Some recommended reading for this unit includes:
● ‘ADKAR – a model for change management’, Change Management Learning Centre,

viewed July 2015, <http://www.change-management.com/tutorial-adkar-overview.htm>.
● Gordan, A., 2008, Future savvy; identifying trends to make better decisions, manage
uncertainty and profit from change, AMACOM, New York.
● Kotter, J. and Cohen, D., 2002, The heart of change: Real-life stories of how people
change their organizations, Harvard Business School Press, Boston.
● Kotter International, viewed July 2015, <http://www.kotterinternational.com>.
● Hiatt, J., 2006, ADKAR: a Model for Change in Business, Government and our
Community, Prosci Research, Colorado.
● Harvard Business Review, 2006, Harvard business review on leading through change,
Harvard Business School Publishing Corporation, Boston.
● Maginn, M., 2007, Managing in times of change, McGraw-Hill, New York
● Potts, R. and Lamarsh, J., 2004, Managing change for success, Duncan Baird
Publishers, London.
● Reh, J., 2015, ‘Managing change: Managing people’s fear’, About.com, viewed July
2015, <http://management.about.com/cs/people/a/MngChng092302.htm>.


Assessment - BSBINN601 (2 Weeks)

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ABN: 57 169 281 501

LEAD AND MANAGE ORGANISATIONAL

Lead and manage organisational change - BSBINN601

1. All assessments must be completed and delivered individually. Where an assessment

Lead and manage organisational change - BSBINN601

Task 1: Identify change requirements and

Lead and manage organisational change - BSBINN601

Lead and manage organisational change - BSBINN601

Lead and manage organisational change - BSBINN601

improved. However the implementing of new technology confronts the resistance

Lead and manage organisational change - BSBINN601

You must provide:

Your assessor will be looking for:

Lead and manage organisational change - BSBINN601

Case Study - Fast Track Couriers

Case Study - Fast

Lead and manage organisational change - BSBINN601

Task 2: Develop change management strategy

Lead and manage organisational change - BSBINN601

Risk: There are some risk related to investment problem are:

Lead and manage organisational change - BSBINN601

Fast Track will be

Lead and manage organisational change - BSBINN601

Will be implement the wrong

Lead and manage organisational change - BSBINN601

Its not suit with all employees, difficult task

Change their attitude so it make The habit need to be more time

It’s become difficult for staff to

c. identify mitigation strategy.

Lead and manage organisational change - BSBINN601

Controlling: Minimize the risk

Lead and manage organisational change - BSBINN601

Lead and manage organisational change - BSBINN601

Lead and manage organisational change - BSBINN601

such as low/medium/high. Those with an ability to directly affect the outputs or

i. Main stakeholders plus roles-

ii. Commitment level-

Lead and manage organisational change - BSBINN601

The actual change management plan and strategy

9. Your project plan should also include a measuring/reporting strategy. Measurement

Lead and manage organisational change - BSBINN601

i. Format of reports- The report will be post in company magazine year to

You must present and then submit a copy of:

Your assessor will be looking for how you:

Lead and manage organisational change - BSBINN601

Case Study - Fast Track Couriers (Part 2)

Case Study - Fast

Lead and manage organisational change - BSBINN601

Task 3: Implement change management strategy

1. Review the simulated workplace information for Fast Track Couriers

Lead and manage organisational change - BSBINN601

Analysis of old plan

Lead and manage organisational change - BSBINN601

a. Discuss the needs of all stakeholders.

2. Stakeholders will need timely information about the change

Lead and manage organisational change - BSBINN601

Indulging proper motivators and counsellors

You must submit copies of:

Your assessor will be looking for how you:

Lead and manage organisational change - BSBINN601

Lead and manage organisational change - BSBINN601

Case Study - Fast Track Couriers (Part 3)

Case Study - Fast