Task 1 Appendix - Fast Track Couriers Pty Ltd
Task
It is the end of the 2015 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 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:
Strategic goals are supported by the following operational and human resources goals.
Operational plan goals
Human resources goals:
Employee profile
Fast Track Couriers employee the following people:
Head office employees
Drivers
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 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.
Task 2 Appendix 1 - Fast Track Couriers Pty Ltd Task
You have been asked by the General Manager to develop a change management strategy and present the strategy to management for approval.
Management has identified the following high-priority change requirements:
Achievement of these goals should increase net profit in the next financial year by $200,000 due to increased efficiencies and increased business.
Goal A is essential to the business to ensure (in priority order):
Goal B is essential to the business to ensure:
The change management strategy, once approved by the General Manager, should be implemented immediately.
People/structure
Fast Track Couriers has implemented and recruited the people required to fill the roles in the following organisational structure:
Managerial duties/role description
General manager/CFO |
Oversees company; approves major business decisions such as strategic goals, change management initiatives; reports to board of directors; prepares financial reports. |
HR manager |
Oversees and implements change management programs; collect feedback, assessment results, and all other data regarding change management; provides report to the General Manager on implementation of major changes; oversees recruitment. |
Sales manager |
Coordinates sales team; provides sales team training; manages performance of sales team. |
Trucking /operations manager |
Coordinates activities of trucking team; manages performance of trucking team; compiles productivity reports; manages operations, authorises purchasing of operational equipment etc. |
Office manager |
Coordinates activities of accountant and administrative support. Authorises payroll. |
Resourcing/budget:
The budget for implementing the change strategy (excluding cost of new trucks, technology and lift gates, lost productivity from truckers) is $25,000. Overruns must be approved by General Manager. You will be employed for two weeks full-time (40 hrs/week) and 8 hours a week until end of the first quarter.
Resources:
The following resources are available for your use:
Resource |
Cost |
Availability |
Project analyst/manager (you). |
$100/hour |
Length of project, as needed |
Trucking manager (Bob Rogers). |
– |
Length of project, as needed |
Sales team member with high-level oral and written communication skills to assist new Human Resources manager (Jessica Smith). |
– |
Length of project, as needed |
New Human Resources manager Peggy Anderson). |
– |
|
PDA/GPS trainer (Jack MacDonald). |
$150/hour |
Length of project, as needed |
Lift gates trainer (Erin Mitchell) |
$150/hour |
Length of project, as needed |
Head office training rooms equipped with training supplies for five participants. |
– |
2nd week of July 2016 only. |
PDA/GPS device, based at office. |
– |
Length of project, as needed |
One new truck with tail gate based at office |
– |
Length of project, as needed |
Other resources must be requested for approval by General Manager.
Education/ training
Project management reporting
The General Manager would like you to report to her on a daily basis in the initial week of the project and then weekly until the end of the first quarter. The HR manager should receive a copy of this report.
Template
Fast Track Couriers policy mandates the use of the following project management template.
Reporting element |
Measures |
Status |
Change goal |
||
Project management |
Delivery of project activities as per project plan for each stream |
Overall status: |
People |
||
Process |
||
Technology |
||
Structure |
||
Stakeholder Management |
Stakeholders engaged and comfortable with current position |
|
Communication |
Communication plan activities on schedule |
|
Education |
Education plan activities on schedule |
|
Cost benefits |
Project budget on track |
|
Cost benefits on track to be realised |
||
Risk Management |
Risk management plan effectively managing risk |
Task 3 Appendix - Task: Fast Track Couriers Pty Ltd
It is the end of the 2015 financial year and one month into the implementation of a change management strategy. You are hearing that the implementation has not achieved the employee’s trust, understanding and support that you expected and is essential for success, particularly among truck drivers.
You are an external change management consultant employed by Fast Track Couriers to revise the communications strategy. You have been asked by the General Manager to develop and deliver an innovative and more effective communications strategy.
Following the original communications plan, you will need to evaluate the management of truck drivers through the change management process. Develop a survey to gauge opinion on the following ten dimensions of employee satisfaction:
Dimension |
Description |
Training |
Is it adequate for role? |
Role Clarity |
Are roles and responsibilities clear? |
Trust |
Do employees trust the change management (CM) process and management? |
Evaluation |
Is performance fairly measured? |
Leadership |
Is leadership adequate and confidence inspiring? |
Communication |
Is communication clear and two-way? |
Procedures |
Are there clear and effective procedures to follow? |
Recognition |
Is performance recognised? |
Diversity |
Are individual differences valued and appreciated by Fast Track Couriers? |
Team work |
Is team work encouraged and promoted? |
Once you have completed the survey, meet with the union representative (assessor) to discuss results and get additional input.
Develop a draft revised communications plan to conform to the identified risks in the risk management analysis.
After you have gathered input, meet with the General Manager (assessor) to discuss your suggested revision of the communications strategy.
You will then need to implement the revised strategy. Part of the revised communications plan will include a 5 minute information session that you will deliver to the employees.
Goals
FTC has the following goals for the Change Management strategy:
Achievement of these goals should increase net profit in the next financial year by $200,000 due to increased efficiencies and increased business.
Goal A is essential to the business to ensure (in the following order of importance):
Goal B is essential to the business to ensure:
Progress of implementation
The project manager has prepared the following progress report:
Green: Completed Amber: In progress
Red: Not completed
Reporting element |
Measures |
Status |
Change goal |
Goal A: Implement PDA/ GPS usage (productivity function) on truck fleet in the first quarter of the 2016 financial year. |
RED |
Project management |
Delivery of project activities as per project plan for each stream |
Overall status: |
Reporting element |
Measures |
Status |
People |
GREEN |
|
Process |
GREEN |
|
Technology |
GREEN |
|
Structure. |
GREEN |
|
Stakeholder Management |
Stakeholders engaged and comfortable with current position. |
RED |
Communication |
Communication plan activities on schedule. |
GREEN |
Education |
Education plan activities on schedule. |
RED |
Cost benefits |
Project budget on track. |
RED |
Cost benefits on track to be realised. |
RED |
|
Risk Management |
Risk management plan effectively managing risk. |
RED |
Risk management analysis
Risk/Barriers |
Impact |
Likelihood |
Strategies for mitigating risk |
Lack of trust regarding use of productivity data. Refusal to implement. |
High impact |
Medium |
Communications and training to outline business need. ‘Tracking productivity helps improve the efficiency of operations, where and when resources are deployed; it is not a tool to performance manage or penalise individuals.’ Address employee concerns. |
Perceived threat to job security. Resistance to implementation. |
High impact |
High |
Explain connection between business expansion plans and: ● increased job security: because of the need for drivers to support expansion; because overall profitability and health of the business reduces risk to everyone ● benefit of training and consequent increase in employability due to new skills. |
Industrial action. |
High impact |
Medium |
Address employee concerns. Gain trust and acceptance. |
Communications plan
Audience |
Message (with strategic elements) |
When |
Communica tion method |
Person responsible |
HR manager |
Change management strategy – duties of HR manager. |
9 am–10 am, 1 July 2016. |
Email (invite with agenda). Face-to-face |
CM consultant |
(office training room). |
||||
Trucking/ operational manager |
Change management strategy – duties of trucking manager. |
11.30 am– 12.30 pm, 1 July 2016. |
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 2016. |
Email (invite with agenda). Face-to-face (office training room). |
HR manager |
Trucking team |
Change management strategy impacts to trucking team. Duties of truckers – provide an explanation of what will be required. Business need – Gain support by emphasising possible effects on jobs. Training schedule – emphasise mandatory nature and threaten performance review consequences for non compliance. |
9 am–10 am, 4 July 2016. |
|
HR manager (assistant may draft) |
Sales team |
Change management strategy summary. Benefits to organisation. |
11 am–11.30 am, 4 July 2016. |
Face-to-face (office training room). |
Sales manager to run team meeting |
Office team: Accountant; Administrative support person |
Change management strategy summary. Benefits to organisation. |
11.30 am–12 pm, 4 July 2016. |
Face-to-face (office training room). |
Office manager to run team meeting |
Truckers (All other employees to receive brief summary only) |
Request for feedback. |
Three weeks post-training. |
Feedback survey on ten dimensions of employee satisfaction. |
New CM consultant to design and implement. HR Manager to research benchmarking. |
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