BSBINN601 Lead And Manage Organisational Change

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BSBINN601 Lead and manage organisational change

Information for Student:

All work is to be entirely of the student.

General Information for this assessment:

Read the instructions for each question very carefully.
Be sure to PRINT your FIRST name & LAST name in every place that is provided.
Short questions must be answered in the spaces provided.
For those activities requesting extra evidence such as: research reports, essay reports, etc. The student must attach its own work formatted in double space, Arial 12 pts.
All activities must be addressed correctly in order to obtain a competence for the unit of competency.
If the student doesn’t understand the assessment, they can request help from the assessor to interpret the assessment.
Re-submission of assessment after the term will incur additional fees.

Re-assessment of Result& Academic Appeal procedures:

If a student is not happy with his/ her results, that student may appeal against their grade via a written letter, clearly stating the grounds of appeal to the Chief Executive Officer. This should be submitted after completion of the subject and within fourteen days of commencement of the new term.

Re-assessment Process:

An appeal in writing is made to the Academic Manager providing reasons for re-assessment /appeal.
Academic Manager will delegate another faculty member to review the assessment.
The student will be advised of the review result done by another assessor.
If the student is still not satisfied and further challenges the decision, then a review panel is formed comprising the lecturer/trainer in charge and the Academic Manager OR if need be an external assessor.
The Institute will advise the student within 14 days from the submission date of the appeal. The decision of the panel will be deemed to be final.
If the student is still not satisfied with the result, the he / she has the right to seek independent advice or follow external mediation option with nominated mediation agency.
Any student who fails a compulsory subject or appeals unsuccessfully will be required to re-enrol in that subject.

The cost of reassessment will be borne by the Institute. The external assessor will base his/her judgement based on principles of assessment. These principles require assessment to be reliable, fair, practical and valid.

Academic Appeals:

If you are dissatisfied with the outcome of the re-evaluation process, you have a right to appeal through academic appeals handling protocol.
To appeal a decision, the person is required to complete the WSC- Request for Appeal of a Decision form with all other supporting documents, if any. This form is available via our website. The completed Request for Appeal form is to be submitted to the Student Support Officer either in hard copy or electronically via the following contact details:

Student Support Officer, Western Sydney College (WSC), 55 High St, Parramatta NSW 2150, Email: Complaints@wsc,nsw.edu.au

The notice of appeal should be in writing addressed to the Chief Executive Officer and submitted within seven days of notification of the outcome of the re-evaluation process.
If the appeal is not lodged in the specified time, the result will stand and you must re-enrol in the unit.
In emergency circumstances, such as in cases of serious illness or injury, you must forward a medical certificate in support of a deferred appeal. The notice of appeal must be made within three working days of the concluding date shown on the medical certificate.
The decision of Chief Executive Officer will be final.
Student would then have the right to pursue the claim through an independent external body as detailed in the students’ complaint / grievance policy.

Assessment Task Requirements

You are required to complete and pass every task in the assessment in order to be deemed competent.

Assessment Schedule

Task	Due Date	Student Sign Off	Trainer Sign Off	Comments
Task 1	Week 2

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.

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

Review the scenario information provided (in the Appendix of this task) for Fast Track Couriers.
Prepare to write a report on change requirements for Fast Track by following steps 3–10 below.
Analyse the organisational objectives provided in the scenario to identify the following change requirements for Fast Track Couriers.

Identify requirements for change.

Implement PDA/ GPS usage (productivity function) on truck fleet in the first quarter of the 2012 financial year
Implement 1 person/truck policy using automatic lift gates in the first quarter of the 2012 financial year
Implement Human Resources function in company structure by the first quarter of the 2012 financial year

Prepare an explanation of how your identified change needs to link to the organisation’s strategic plan goal/s.

Will allow increased efficiency and better service so that small to medium package deliveries market share increases by 7.5%.
Will allow expansion of business in the metropolitan area so that small to medium package deliveries market share increases by 7.5%.
Will promote development and maintenance of a well-trained, cohesive and well-motivated workforce. Will also reduce injuries. Will also improve industrial relations.

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:

People

Employees refuse to participate
Low turnover of staff
Truck drivers: potential for continuing pay disputes exists; potential for resistance to breaking up of two-man teams.
Management: No implementation of HR function.

policies and processes

One driver per truck: not yet implemented.
Automatic lift gates: not yet implemented.

Technology

GPS: not yet implemented (testing phase).
PDA: not yet implemented (testing phase).

structure.

HR function: not yet implemented

Monitor external trends to identify events or trends which may impact on the achievement of the organisation’s strategic plan goals.

Identify two external trends.

Use of GPS and PDAs in industry to track distribution. Courier companies already using technology. There is a heavy reliance on this technology
Average driver salaries in NSW generally higher than at Fast Track that is better payed and better skilled drivers in the industry.

Develop an explanation of how the trends currently impact or will impact organisational objectives.

Risk of increased costs/ inability to compete or perform and raise market share.
Risk of poor performance and blocking of necessary changes.
We need to pay our drivers more
This is an increased cost to the organisation, however there will be more satisfied customers, which will lead to increased business and increased market share as a result

Identify major operational change requirements.

Identify changes due to performance gaps.

On-going training and communication, new policies and procedures need to be written to support implementation of one driver policy and PDA/GPS integrated distribution goals.

Identify changes due to business opportunities.

Implementation of one driver policy to enable expansion of fleet. Implementation of PDAs and GPS needs to occur to avoid falling behind competitors.

Identify changes due to threats.

Competitors may reap cost savings and could cut prices. Competitors may boost performance by increasing distribution efficiency and cut delivery times to customers.

Identify changes due to management decisions.

Implementation of one driver policy and related procedures to reduce injuries.

Identify specialists to be consulted to assist with identifying change needs.

Identify specialists you will engage to help identify change requirements, and be prepared to explain your reasons for engaging these specialists.

Possibilities include:

Human resources specialist to:

Advise On Wages And Salaries
Industrial Relations Advice.
Advise on Performance Management Systems

Marketing experts to:

Identify Target Markets / Clients
Advise On Strategy.
Product diversification

Financial experts to:

Obtain Or Source Funding For Change Related Expense
Review of proposed budgets and profit forecasts.
Improved budgeting
Improved financial control

Identify what consulting model you would adopt to engage the specialists, and be prepared to explain why you would use this model.

Process consultation: The General Manager is very concerned about identifying change requirements in close consultation with the organisation.

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.

Requirements could include:

Raising salaries or introducing a bonus or incentives system
Regular consultation with unions, employee representatives
Structural changes such a dedicated sales team to build sales culture and facilitate training for specific skill set
Structural changes to simplify and clarify top-down, bottom up communication.

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.

Candidate should consider availability information in scenario.

Manager (Who)	When	How
General manager/CFO	Before the change management process begins During the implementation of the management process At the review of the change management process	Meeting, , consultation, presentation
HR manager	Before the change management process begins During the implementation of the management process At the review of the change management process	Meeting, email, consultation, presentation
Sales manager	Before the change management process begins During the implementation of the management process At the review of the change management process	Meeting, email, memo, consultation, Notice, letter, presentation
Trucking /operations manager	Before the change management process begins During the implementation of the management process At the review of the change management process	Meeting, email, memo, consultation, Notice, letter, presentation
Office manager	Before the change management process begins During the implementation of the management process At the review of the change management process	Meeting, email, memo, consultation, Notice, letter, presentation

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.

Proposed Change	Priority	Justification of the priority
Implement Human Resources function in company structure by the first quarter of the 2012 financial year		First have a functioning HR department before engaging in any change and training programs
Implement PDA/ GPS usage (productivity function) on truck fleet in the first quarter of the 2012 financial year		Once I have set up the HR department I can now focus on the core responsibilities which includes change processes and training in this instance
Implement 1 person/truck policy using automatic lift gates in the first quarter of the 2012 financial year		Once drivers are trained adequately that can the perform their duties

Prepare a 3–4 page report detailing change requirements for the organisation. Include all of the information you identified and the explanations that you prepared in steps 3–10.

Goals

Goal A: Implement PDA/ GPS usage on truck fleet (productivity function) in the first quarter, 2012 financial year.

Impacted	How	When
Trucking team	Will need to learn how/why to use PDA/ GPS productivity function.	First quarter, 2012 financial year
Trucking/operational manager	Will need to incorporate productivity information into reporting. Will need to manage operational aspects of PDA/GPS usage. Will need to enforce compliance.	First quarter, 2012 financial year

Goal B: Implement 1 person/truck policy using automatic lift gates in the first quarter, 2012 financial year

Impacted	How	When
Trucking team	Will need to learn how/why to use lift tailgates.	First quarter, 2012 financial year
Trucking/operational manager	Will need to manage operational aspects of one person trucks. Will need to coordinate large team.	First quarter, 2012 financial year

Cost-benefit analysis

Option

Cost

Risk

Benefit

F/ MF / NF

Implement change management strategy (PDA/GPS and one person per truck policy).

$19,800

Change rejected by truckers due to poor support and industrial action. No productivity and efficiency gains and therefore no market share or net profit increase

Increased productivity.

Increased efficiency and speed of service.

More attractive to customers.

Increased sales and market share.

Incentivized, motivated workforce.

Increased safety.

Potential net profit gain of $200,000.

Not implemented this year.

–

Loss of net profit gain.

No immediate cost.

Risk analysis

Risk/Barriers	Impact	Likelihood	Strategies to mitigate risk
Lack of trust regarding use of productivity data. Refusal to implement.	High impact	medium	Communications and training to specifically address issue and allay fears. GM/ other managers to attend training to demonstrate manager’s commitment to truckers. Create open and transparent communication with all staff Ask for your input and feedback
Refusal to implement one person per truck policy.	High impact	medium	Communications and training to specifically address issue. Benefits to business from opportunity to expand stressed. Positive implications for job security in a competitive environment stressed. Stress ability to communicate with other truckers not affected (use of hands free) to maintain sense of team that truckers may value. Safety stressed.
Industrial action.	High impact	medium	Benefits to truckers stressed: possibility of advancement bonuses increased safety

Communication plan

Audience	Message	When	Communication method	Person Responsible
HR manager	Change management strategy – duties of HR manager.	9 am–10 am, 1 July 2012	Email (invite with agenda). Face-to-face (office training room).	CM consultant
Trucking/ operational manager	Change management strategy – duties of trucking manager.	11.30 am– 12.30 pm, 1 July 2012	Email (invite with agenda). Face-to-face (office training room).	HR manager
Management team	Change management strategy – duties of HR manager.	2 pm–3 pm, 1 July 2012	Email (invite with agenda). Face-to-face (office training room).	HR manager
Trucking team	(Contact, awareness) Change management strategy impacts to trucking team. Duties of truckers. Business need (support). Benefits to truckers (desire). Training schedule – options group 1,2 (desire). Opportunity for input into implementation – options (desire, commitment).	9 am–10 am, 4 July 2012	Email.	HR manager (assistant may draft).
Sales team	Change management strategy summary. Benefits to organisation.	11am–11 am, 4 July 2012	Face-to-face (office training room).	Sales manager run team meeting
Office team: Accountant; Administrative support person	Change management strategy summary. Benefits to organisation.	11.30am – 12 pm, 4 July 2012	Face-to-face (office training room).	Office manager run team meeting
Truckers (All other employees to receive brief summary only )	(To reinforce commitment) recap of progress in implementing changes.	two weeks post training	Email summary. Feedback survey. Invitation to request additional training.	HR manager

Education/training plan (knowledge and ability)

Who	Skills and knowledge	When/where	How	Person Responsible
Five Truckers (Group 1A)	PDA/GPS productivity function.	5 July 9 am–12:30 pm (office training room).	Lecture and hands-on practise. Assessment: observation. Feedback taken.	PDA/GPS trainer
Five Truckers (Group 1A)	Automatic lift gate use	5 July 1 pm – 4:30 pm Office parking lot.	Short manual (emailed and required to review before session). Hands on practise. Assessment: observation. Feedback taken.	Automatic lift gate trainer
Five Truckers (Group 1B)	Automatic lift gate use	5 July 9 am–12:30 pm office parking lot	Short manual (emailed and required to review before session). Hands on practise. Assessment: observation. Feedback taken.	Automatic lift gate trainer
Five Truckers (Group 1B)	PDA/GPS productivity function	5 July 1 pm – 4:30 pm (office training room)	Lecture and hands-on practise. Assessment: observation. Feedback taken.	PDA/GPS trainer
Five Truckers (Group 2A)	PDA/GPS productivity function	6 July 9 am–12:30 pm (office training room)	Lecture and hands-on practise. Assessment: observation. Feedback taken.	PDA/GPS trainer
Five Truckers (Group 2A)	Automatic lift gate use	6 July 1 pm – 4:30 pm Office parking lot	Short manual (emailed and required to review before session). Hands on practise. Assessment: observation. Feedback taken.	Automatic lift gate trainer
Five Truckers (Group 2B)	Automatic lift gate use	6 July 9 am–12:30 pm office parking lot	Short manual (emailed and required to review before session). Hands on practice Assessment: observation Feedback taken	Automatic lift gate trainer
Five Truckers (Group 2B)	PDA/GPS productivity function	6 July 1 pm – 4:30 pm (office training room)	Lecture and hands-on practise. Assessment: observation. Feedback taken.	PDA/GPS trainer

Reporting plan

Measurement of success

Strategy element	Measures
Change goals	Goal A/B achieved by first quarter. (Trucking operational manager to report on productivity function use or non-use by truckers).
Change impacts	Feedback from impacted employees regarding the effectiveness of the change program.
Project management	Delivery of project activities as per project schedule.
Stakeholder management	Red, Amber and Green status against Stakeholder mapping. Unsolicited feedback from stakeholders.
Communication	Delivery frequency, audience response, event attendance, levels of awareness and knowledge, communication survey, unsolicited feedback.
Education	Assessments (observation of skills). Training feedback.
Cost benefits	Second quarter financial results to show increased sales as effect of increased market share.
Risk management	Frequency and intensity of identified risks occurring. Data collected and reported on by HR manager.

Develop a survey to gauge trucker opinion on the following ten dimensions of employee satisfaction:

Dimension	Description
Training	Adequate for role? Are you receiving enough training at work?
Role Clarity	Are roles and responsibilities clear? Is your job description clear enough?
Trust	Do employees trust the change management (CM) process and management? Do you trust the organisation and management?
Evaluation	Is performance fairly measured? How can we improve our performance management system?
Leadership	Is leadership adequate and does it inspire confidence? How can management improve in their service delivery to their teams?
Communication	Is communication clear and two-way? How can the organisation improve tin their communication with employees?
Procedures	Are there clear and effective procedures to follow? How can we improve company policies and procedures?
Recognition	Is performance recognised? Do you feel staff are recognised enough when they do good work?
Diversity	Are individual differences valued and appreciated by Fast Track Couriers? How can the organisation improve in its employee diversity?
Team work	Is team work encouraged and promoted? How can teamwork be improved at our organisation?

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.

Adjustment for distance-based learners

No changes to the assessment procedure or specification are required.

Documentation may be submitted electronically.

A follow-up interview may be required (at the discretion of the assessor).

Appendix

Fast Track Couriers Pty Ltd

Task

It is the end of the 2021 financial year. You are an external change management consultant employed by Fast Track Couriers. You have been asked by the General Manager to prepare a report to identify opportunities and requirements for change for the organisation in the coming year.

You have been given some information about the organisation and the organisation’s strategic goals. Specific operational and human resources goals were developed to support the strategic goals.

The strategic goals were developed as a result of external market research indicating an opportunity for Fast Track Couriers to build market share in Sydney. The business has the opportunity to increase Sydney market share by 7.5% on the back of increased efficiency and shorter delivery times from larger truck fleet and improved distribution systems.

You have also been given some information about employees and some background information regarding the organisation’s workforce relations.

Before submitting the final report, you will need to review your proposed changes with all relevant manager stakeholders. The General Manager is very concerned about identifying change requirements in close consultation with key management stakeholders within the organisation in order to ensure the least resistance to implementation.

About Fast Track Couriers

Fast Track Couriers is a courier company that has been operating in New South Wales for the last 15 years. Its primary business function is delivering medium to large size packages across metropolitan Sydney.

Strategic plan goals

The organisation’s strategic goals are:

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.

Strategic goals are supported by the following operational and human resources goals.

Operational plan goals

Testing of the distribution management system is to cease and allow implementation within the first quarter of the 2021 financial year.
The truck fleet will need to be expanded by 8 trucks within the 2021 financial year.

Human resources goals

Incorporating a Human Resources function to facilitate the changes in workforce management in the first quarter of the 2021 financial year.
Introducing professional development and training to achieve organisational goals and promote understanding of organisation’s strategic goals in the first quarter of the financial year.
Eliminating industrial relations problems in the financial year. Concluding negotiations with employees and union.
Eliminating lifting injuries.

Employee profile

Fast Track Couriers employs the following people.

General manager (GM) – Generally on the road; never in office.
Chief financial officer (CFO) – Reports to GM and keeps office hours; 9–5, Mon–Fri.
Accountant – Reports to CFO and keeps office hours; 9–5, Mon–Fri.
Truck drivers (x20) – Report to office.
Office team manager – Reports to GM and keeps office hours; 9–5, Mon–Fri.
Office team members (x5) – Perform administrative, sales, customer relationship management duties. Monitor truck drivers and handle enquiries. Report to office team manager.

Head office employees

Covered under individual contracts.
Salary range is $32,000–$75,000 annum.
Small team of mainly female employees, ranging in age.
Lots of opportunity to participate in learning and development programs due to management support; however little desire to participate.
High employee engagement scores. Employees cite team work and opportunities as motivating factors affecting the business success.

Drivers

Covered by an award.
Salary $45,000 per annum.
Heavily unionised.
Employee demographics: all male employees aged 25–65.
Little opportunity to participate in learning and development programs due to being on the road; however, little to no interest in participating in development opportunities.
Large number of workplace injuries due to heavy lifting.
Low employee engagement scores. Drivers cite pay as an issue.
Currently experiencing low turnover.
History of industrial disputes regarding pay and previous change initiatives.

Background to workforce management and relations

The company communicates with employees via email for head office employees, and a printed monthly newsletter for drivers. The company provides information regarding policies and procedures through documented manuals that are held in each truck as an employee manual. Office-based staff can access copies of these manuals at the office.

All trucks are fitted with a GPS system to assist drivers with navigating to each pick-up and drop-off location. Trucks are also assigned a PDA that provides drivers with the details of each pick-up and drop-off, and records when a job starts and finishes. The data from this device is sent back to head office to monitor job progress but is not used to complete productivity reporting. When this device was introduced, drivers were not happy, as they felt the organisation was saying that it did not trust the drivers to manually record the time spent on each job. Many of the drivers also resented having to learn how to use the device and thought it was a waste of time.

Head office employees work very closely together and are a very cohesive and motivated team. They are positive about the organisation’s direction and respond well to change.

Drivers have historically reacted negatively to change. Change implemented in the past has met with resistance and was therefore difficult to implement. Drivers have in the past done their best to block any changes from being implemented, even going to the lengths of threatening strike action and having the union involved to assist with resolving the issue.

Fast Track Couriers currently allocates two drivers per truck to ensure that drivers are able to load and unload heavy packages. The strategy going forward is to remove the need for having two drivers per truck by installing an automatic lift gate on the back of each gate at a cost of $10,000 per truck. This will mean that only one driver is needed per truck as no heavy lifting will be required.

It is Fast Track Couriers’ intention to use these surplus drivers to drive the new trucks that will be purchased to enable the company to extend its services to regional NSW.

Drivers are currently happy with the work environment, as they enjoy working as part of a two-man team. The organisation typically leaves the drivers alone and lets them do their job as this is what seems to make them happy. Management has tried in the past to have drivers participate in organisational activities. These activities were not received positively and the drivers complained and asked not to be involved. The drivers’ view is that their preferred team is their two-man driver team and they only see the benefits of that specific working arrangement. There is a high value placed on communication with trucking team members.

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