BSBINN601 Lead and manage organisational changes

BSB61015

Advanced Diploma of Leadership and Management

Assessment Guide

BSBINN601 Lead and manage organisational change

Introduction

This Assessment Booklet provides you with information and your assessment tasks for this unit. A requirement of your qualification, from which the unit of competence is taken, is the application of the concepts you have been learning.

The assessment activities are an important part of your course as they provide an opportunity to apply what you have been learning and they give both you and your trainer feedback on your progress.

Please read this section carefully before commencing the assessment tasks.

Students must answer all questions. Most questions require short answers although some questions require a more detailed response. Students may use various sources of information including: text books, learning workbooks, other documents and the internet and they must list their sources.

Activity

Why is it important to analyse the organisation’s objectives when identifying change requirements or opportunities?

For Maintaining profitability

Means making sure that revenue stays ahead of the costs of doing business, according to James Stephenson, writing for the "Entrepreneur" website. Focus on controlling costs in both production and operations while maintaining the profit margin on products sold.

Give three examples of the types of strategic change that may be required as a result of an analysis of organisational objectives.

A, Create

Innovation is a cornerstone of pretty much any healthy business. You not only need to be thinking of better ways to promote your existing business but also how to further what you already have. Make a list of things you would like to see your business offer and to ask how this can be done. Answering that enables a plan to take form.

B, Maintain

A manufacturing plant that will produce your product or an office that's designed to be the headquarters for your services needs to be maintained. Office equipment, machinery, servers or whatever tangible items you need for your business to thrive must be monitored and optimized. Maintenance is also vital in the form of key business relationships. Keeping customers, investors, board members and employees satisfied is just as important. These relationships can define your business.

C, Retain

As the saying goes, a chain is only as strong as its weakest link. When you have a well-oiled machine, take a look at those who make sure it continues to run smoothly. Get an idea of which employees are strongest in every department, as well as what are their individual professional strengths and weaknesses. Analyse how these people are best utilized and what it will take to keep them working for you so that the produce exemplary results. If your business produces products, take a look at your customer base and get an idea of what it takes to retain them. Loyal customers can make or break a business -- not only because they buy your product or service but also because word of mouth will always be a powerful advertising asset.

Why should existing policies and practices be reviewed against strategic objectives?

A lasting business is built upon a foundation of strategic intentions. You need to know what your business is and where you want it to go, and also to have a pragmatic analysis of the market, as well as its strengths and weaknesses. By gathering this knowledge, you can decide what you want your specific business objectives to be

Imagine that an organisation has a new strategic objective concerning the introduction of new technology throughout the business which will affect all employees. Which types of policies and practices may need to be reviewed in the light of this objective?

A, meta policy

B, Collecting Past Due Accounts Policy

Give six examples of the types of external trends or events that may impact on achievement of the organisation’s objectives .

A, economy

B, finance

C, weather

D, Infrastructure

E, laws

F, customer base

Using the PESTLE analysis tool, identify three current factors in each category which affect (or may potentially affect) your industry sector.

	Current factors
Political	A, tax policies, B, Fiscal policy c, trade tariffs
Economic	A, inflation rate, B, interest rates, C, foreign exchange rates D, economic growth patterns
Sociological	A, cultural trends, B, demographics C, population analytics
Technological
Legal	A, consumer laws B, safety standard C, labour laws
Environmental	A, weather, b, geographical location, c, global changes in climate d, environmental offsets

Give three examples of each of the following factors which may result in change in an organisation :

Factor	Answers may include:
Performance gaps	Performance Planning: Where goals are set and standards established. Day-to-Day Coaching: The day-to-day interactions managers have with their direct reports, where leaders monitor performance and facilitate progress through coaching and feedback. Performance Evaluation: The traditional annual performance review, where employee performance is evaluated against yearly goals.
Business opportunities	External opportunities provide an organization with a means to improve its performance and competitive advantage in a market environment. Some opportunities can be foreseen, such as being able to expand a franchise into a new city, while some may fall into your lap, such as another country opening up its market to foreign business. External threats are anything from your organizations outside environment that can adversely affect its performance or achievement of its goals. Ironically, stronger organizations can be exposed to a greater level of threats than weaker organizations, because success breeds envy and competition to take what your organization has achieved.
Business threats	Economic Threats According to Bank of Biz/ed, the economy can be considered an external threat to businesses because, no matter how hard a company works or how good its products are, economic conditions dictate a business's profit and success. Competitors Competition is a significant external threat to businesses and is a product of the marketplace. A competitive market requires knowing who your competitors are. Competition serves as an external threat because businesses compete with other organizations for the same customers. In turn, this challenge can cause one company to flourish and the other to flop. Global Environment The global environment can be risky for companies that rely on horticulture, agriculture or other types of natural resources. Weather patterns are examples of global environmental threats that can impact a company’s resources, projects and profitability. Businesses track and trend weather patterns and global changes to monitor what types of environmental risks are out there.
Management decisions	Routine and strategic decisions: Routine decisions are related to the general functioning of the organisation. They do not require much evaluation and analysis and can be taken quickly. Ample powers are delegated to lower ranks to take these decisions within the broad policy structure of the organisation. Programmed and non-programmed decisions Tactical (Policy) and operational decisions

Imagine that a graphic design company has found that they are only delivering 70% of customer projects on time; that customer satisfaction is low and that a competitor has started trading on the same business park, targeting the same customer base. What changes might arise from this set of circumstances?

Ill provide High quality products/services

One of the quickest ways to set you apart from the competition is to provide your customers with high-quality products at the same price as your competitors. Quality is everything when it comes to growing your business. Spend the time to plan, organize and deliver top-notch quality products/services in everything you do

Why is it important to review and prioritise change requirements or opportunities with relevant managers and specialists?

It is important for any business but getting snowed under is a too-familiar situation. A well-structured workload is key to good time management and will increase your productivity.

Imagine that you are consulting with a group of managers about proposed new changes in manufacturing processes to improve productivity and reduce waste. Draw up an agenda for a meeting with this group at which you wish to consult them about the proposed changes and their priorities.

My main agendas would include

Once you have reviewed and mapped your existing workflow, start identifying areas where processes and/or technology could use some updating or changing. Processes that have been in place for a long time may be riddled with workarounds as new equipment was added or production methods changed.

· Automation is a powerful tool for increasing efficiency and reducing error.

· New software solutions can help with scheduling, inventory, and monitoring workflow.

Improvements in equipment can improve production speed and quality.

When identifying new technology and equipment, keep in mind the total cost of ownership and how the bottom line will be affected. A high initial expense is worth it if the total cost of ownership is lower than the technology or process you are replacing and if it solves a problem such as a clearing a production bottleneck or reducing scrap.

Committing to Scheduled Maintenance

The fastest way to slow things down is by ignoring regular maintenance. Downtime for maintenance costs much less than downtime due to broken and worn equipment. Maintenance can be scheduled; breakage always comes at the worst possible time.

· Train all operators in regular maintenance and troubleshooting procedures.

Schedule preventive maintenance at regular intervals.

· Identify the best time for maintenance by using information from the floor and your workflow processes.

Don’t delay maintenance.

Preventive maintenance ensures that your equipment continues to run smoothly without unexpected downtime or work stoppage.

Training and Educate Employees

Employee education and training is an ongoing process. In some industries, certain types of training are mandatory, such as daily safety training for all personnel using safety gear. New equipment and technology requires training to get the most value. Employee education is also an excellent retention tactic; new employees take time to become proficient, causing a slowdown in production.

· Schedule training sessions for all operators when new equipment is installed.

Keep accurate records of training and schedule refreshers if needed.

· Offer educational opportunities for employees who wish to advance or obtain new skills.

Don’t limit training and education to equipment. Your manufacturing facility will run more smoothly if everyone understands your policies on workplace harassment and proper communications

Imagine that you are briefing a contractor to support you to identify opportunities for a major change in your organisation. What key points would you wish to include in this conversation?

A, technology we need to use’

B, the marketable good/services

C, the new business policies we need to use

Why is it important to undertake a cost-benefit analysis for high priority change requirements and opportunities?

It Evaluate Projects

A cost-benefit analysis is used to evaluate the risks and rewards of projects under consideration. It can be used to project the potential benefits of investing in marketing ideas, product development, infrastructure enhancements and operational changes. If all potential costs are tallied accurately and the benefits outweigh the costs, the considered investment may be a good choice.

It Prepare Budgets and Sales Projections

The information obtained during a cost-benefit analysis makes budgeting easier. If you have all the possible costs listed, you can project the budget needed to undertake the project. The anticipated benefits can also be used to project sales if they can be quantified into financial goals. Both of these considerations are useful when preparing budgets and sales projections.

Imagine the graphic design company has decided to invest $50,000 in new equipment, staff training and consultancy support to streamline its work flow. What are the potential tangible and intangible benefits to be achieved from this investment?

Budget Management

One of the major tangible benefits of project management is budgetary savings. Project managers control budgets and make decisions about how best to allocate resources in the process of working toward a project's objectives. In the end, the difference between coming in under budget and having an overrun is a function of workforce efficiency and project management. The money that project managers save their businesses increases the project's return on investment and remains available for future projects.

Managing Risk

Rick management is much more difficult to quantify than cost savings. Project managers can anticipate risk and guide a project to best avoid it. While there are some financial metrics for placing a tangible value on risk, project management also has the intangible benefit of taking on risks only when they are necessary or worthwhile in the first place. A skilled project manager can lead a project team toward its objectives but remain flexible to react to changing rick factors.

What is the purpose of a risk analysis when developing a change management strategy?

When you're planning projects, to help you anticipate and neutralize possible problems.

When you're deciding whether or not to move forward with a project.

When you're improving safety and managing potential risks in the workplace.

When you're preparing for events such as equipment or technology failure, theft, staff sickness, or natural disasters.

When you're planning for changes in your environment, such as new competitors coming into the market, or changes to government policy.

Imagine that the graphic design company is introducing new technology and working practices. What barriers might be encountered?

Examples include

Dependence on new technology. Man no longer needs to think. Even if the calculator is a good invention, man no longer makes mental calculation and no longer works his memory. The decline of human capital implies an increase in unemployment. In some areas, devices can replace the human mind.

The use of technology certainly needs rule and new laws. For example, internet use is an individual freedom. However, the invention of the atomic bomb cannot be an individual freedom. In fact, regulations are difficult to implement when these technologies are introduced – such as regulation surrounding the impending arrival of autonomous vehicles.

Finally, as most technological discoveries aim to reduce human effort, it would imply that more work is done by machines. This equates to less work for people: the human is becoming ever so obsolete by the day, as processes become automated and jobs are made redundant.

The negative impact of the influence of technology on children should not be underestimated as well.

What mitigation strategies could be implemented to avoid the barriers identified in the previous question?

Why is it important to develop a change management project plan?

To determine who should be involved in developing a change management strategy?

It’s important to have a change management lead who can own and drive the overall process. Sometimes that person is part of the internal corporate communications team, but if not, project communications should be carefully coordinated with the corporate team to ensure that all requisite processes and procedures are followed appropriately

To determine who is the audience for change management activities?

The target audience for change management activities around a system implementation is generally broken-down into two main segments: the internal project team (e.g., project sponsors, project managers, regional leads, technical leads), and the external organization (e.g., those impacted by the change).

To determine what type of materials/channels will I be available to leverage?

Various channels can be utilized to distribute project messages and raise awareness including in-person meetings (town halls, brown bag sessions), email communications, intranet updates, and e-signs throughout company buildings.

What key information should be included in the change management project plan?

What type of materials/channels will I be available to leverage

Why is it from important to gain approval relevant authorities for change management processes?

For example; When you submit a planning application for a new property or development, the local authority will probably require planning maps to support the application. It’s important to ensure that you use the right type of map, as otherwise your application could be delayed or even denied. They should detail a number of areas regarding the development, and need to use data from current Ordnance Survey maps. If you’ve not put together a planning application before, you need to ensure that you cover each area before submitting your plans.

Imagine that you are applying for access to a funding partner’s grant for businesses such as yours. You are seeking their approval for a change programme in which you are requesting a $5,000 investment in developing new procedures and staff training. How would you obtain the funding partner’s approval?

STEP 1: INITIAL DISCUSSION

If you have an idea for a business partnership project, get in touch with us! In the initial discussion, we find out whether your company is entitled to apply, meets the economic requirements to make its own contribution and your planned project conforms to our development-policy criteria. The formal criteria and conditions for assistance are set out in our Funding guidelines for business partnerships

STEP 2: PROJECT DRAFT

If your company and the project meet the basic requirements for funding, work begins on the project draft. This means that your project idea is translated into a funding application: Grant Application Business Partnership. Our programme managers will be glad to help you with advice and support.

Essentially, the project draft specifies the planned objectives in more detail. It defines the measures for achieving these objectives and identifies the benefits for the target population. Suitable indicators are needed to be able to measure project progress and outcomes.

In its operations, ADC attaches great importance to adhering to international provisions and conventions, such as the Declaration of Principles of the International Labour Organisation (ILO), the OECD Guidelines, the Global Compact and the Universal Declaration of Human Rights. Specific questions must be answered on this in the application form.

Budgeting makes up another part of the project draft. Please fill in the sheet titled "Detailed Calculation" in the Budget Grant Business Partnership, which contains a calculation of the planned project costs. For feasibility studies, please fill in the Application Form Feasibility Study and the Budget Feasibility sheet. Other relevant documents are Guidance on Budgeting and Company and Banking Details.

If several enterprises plan to implement a business partnership together, they must append a consortium declaration to the grant application, including the signatures of all partners. A consortium is entitled to apply for funding, if at least one partner meets the criteria for assistance.

What resources might you allocate to a project?

Create value for your clients.

Create value for your agency.

Create value for your employees

Identify a current, small scale work (or non-work-related) project that is taking place in your organisation. Identify the resources that would be required to successfully implement this project.

Website Designing

Develop better estimates

Without allocation, estimates and work dates are entered for the project or task as a whole. When you allocate, you enter estimates and work dates for each resource individually. The project estimates are then automatically calculated based on the resource allocations.

Avoid conflicts

With allocation, you essentially reserve the resource’s time for your project. As a result, when you are staffing a project, you can see which resources are available and other project managers can see the same. This reduces the risk of multiple project managers attempting to use a resource at the same time.

Improve scheduling efficiency

When a new project needs to be scheduled, you can find out when resources are available and schedule your project for that period.

Why is it important to develop a communication plan as part of implementing the change strategy?

For Staff and Stakeholder Alignment

There is nothing worse than a company or non-profit where the staff and board cannot clearly and consistently articulate the very same message about what the enterprise does or why it matters. A frequent refrain from company employees is that they are “siloed.” They don’t understand where the company is headed and how their work ties into the larger picture. In non-profits, we hear the same complaint, along with the fact that board members who are responsible for major fundraising efforts don’t know what they should say about the organization. An effective communications planning process will include structured, facilitated conversations with staff and other key stakeholders. The very process helps generate buy-in and support for the plan, and, in addition to defining the message, will uncover key organizational issues to be addressed to make the plan more successful.

Think of a recent change that took place in your organisation. What were the benefits of this change?

Alignment of Existing Resources

Just because you’re making changes to your knowledge management strategy and systems doesn’t necessarily mean you have to replace all your existing resources. The key is to integrate your current resources into your future vision in order to make the most of what you have and what you’re investing in. With an effective change management plan your organization will be better prepared to align your existing resources with the new tools and strategies being implemented.

Thinking of the same change as in the previous question, what types of loss were experienced by people affected by or involved in the change? How was this taken into account in the communication process?

Imagine that you are planning a series of briefing sessions to brief the staff about a forthcoming office move. What should your briefing cover ?

What practical arrangements do you need to consider when arranging and managing communication/training activities?

Imagine that you are planning a consultation event in your own organisation as part of a change program to introduce new equipment (hardware or software).

How would you select members of the consultation group/s?

When, where and how will the consultation/s take place?

What key questions will be asked as part of the consultation process?

What will happen to the results/output from the consultation process?

Imagine that you are managing the project which you considered in Activity 3C. What barriers might you encounter and how might you respond to them?

-to be polite to any question they ask

-I can use email to those who are not in

By using briefing’s

Choose three of the following possible interventions and actions which may occur on a project plan. Thinking of the context of your own organisation, describe how you would ensure the correct/appropriate implementation of these actions:

Ø Action research

Ø Career planning

Ø Job redesign

Ø Sensitivity training

Ø Succession planning

Ø Surveys (with feedback)

Ø Team building

Ø Termination or redeployment

Ø Training

Ø Transition analysis.

Why is it important to activate strategies for embedding the change?

Imagine that you are managing a change programme to implement a series of complex new procedures which are designed to reduce waste and improve quality and efficiency. What strategies might you use to embed the change?

Why is it important to evaluate and review progress during a change management programme?

What methods can be used to evaluate and review progress of a change programme?

Following on from Activity 3F, imagine that you are managing a change programme to implement a series of complex new procedures which are designed to reduce waste and improve quality and efficiency. What methods would you use to evaluate and review progress towards achieving your objectives?

Assessment 2 : Skills and Knowledge Activity

Student Instructions:

Complete the following individually and attach your completed work to your workbook.

The answers to the following questions will enable you to demonstrate your knowledge of:

Reading
Writing
Oral communication
Numeracy

· Navigating the world of work

Interacting with others
Getting the work done

· Change management process or cycle and strategies for communicating and embedding change

· Organisational behaviour and the external environment impact on change strategies

· Components of a change management project plan

· Potential barriers to change and the possible strategies to address barriers

Answer each of the six (6) questions in as much detail as possible, considering your organisational requirements for each one.

1. Describe a process or cycle for managing organisational change effectively.

i. There are eight steps of change management. It includes the following:

ii. Identification of what the organisation needs to improve- as change is implemented in an organisation to improve certain product or service, there is need to understand clearly goals of the organisation and focus in methods that help in improving those goals and objectives in order attain vision and mission of the organisation. This process involve in identifying resources required that help in change management process.

iii. The second step is presenting a clear case or opinion to stakeholders- stakeholders are top management that help in financing any change in any organisation. They help in supporting the idea by directing and financing the process

iv. The third step is planning for change- At this stage, it is the road map to change since it describes the steps to be followed to implement change, identifying a clear rout or procedure to be followed and state the destination for that change in an organisation. This involves integration of resources to leverage the scope, objectives and cost. It also involve the process of outlining steps of the project

v. Fourth step involve provisions of resources and availing data to be used in evaluation- this process involve resource identification and funding which is very crucial to implementation of change process. It includes: software, equipment’s, infrastructure among others. Also it includes support from staff such as re-training, re-education and rethinking priorities and practices. Clarity of reporting help in improving communication process, proper timing and distribution that helps in measuring success of the process and milestone of the organisation.

vi. Communication is another important step that must be taken into consideration- all change management process rely on good communication process. Communication is very important in planning, identifying, onboarding and execution change management plan. Good communication promotes transparency in the process.

vii. Another important step in change management process is monitoring and managing resistance, dependencies and help in budgeting to avoid any risk that may arise. Employees or staffs of any organisation always resist change despite change as a continuous process. Resistance threaten success of the project. Employees resist change with a fear of unknown.

viii. Celebration of success- by implementing change management process successfully, a celebration must be done to recognise the efforts of all participants that supported change management process successfully. This will help in adopting change itself in the organisation.

ix. The step of change management process is the review, revise and continuous improvement- even change is a painful process, change management strategies must be adjusted throughout the project to allow room for improvements. Continuous improvements of the process, helps in removing all obstacles and thus improve performance in an organisation.

2. What are the components of a change management project plan?

i. Conducting survey

ii. Establishing feedback methods

iii. Those who are leaving but need to be aware of the changes

iv. Identification of obstacle

v. Surveys and interviews

3. Identify six external environmental factors which can impact on change strategies. Give two examples of relevant areas under each category.

(1) Competition- Competitors in the market can affect strategies used in implementing change management strategies. If competitor is selling the same product or service in market, a different strategy must be sued by branding your product to be unique in market to win trust of customers and thus winning the market. Also monitoring their activities is very important to enable you design a strategy using controllable variables

(2) Another factor is the government policies- this is laws that govern the country which affects the market of products and services. A good example is when the government restricts importation of certain commodity to the country. This affects change implementation process and strategies used to implement that change.

(3) Another uncontrollable factor is Natural forces- this are factors that are controlled by natural environment or availability of resources can hinder change strategies to be used when implementing change management process. Natural resources such as oil, power among other can impact change strategies process.

(4) Another factor is social and cultural forces- cultural behaviors of people surrounding the business have great impact strategies to be used when implementing change process. This include believes, lifestyle, thought patterns among others affects business operations.

(5) Demographic factors- this refers to the study of people such as age, sex, marital status, occupation family status among others has a great impact to strategies to be used in planning future trends and consumption of certain product.

Technology is another factor that can impact change strategies-this affect marketing structure of a certain commodity in the market thus affecting implementation of change in an organization. This effects cannot be controlled since technology evolve everyday

4. Describe how organisational behaviour can affect a change management programme.

A, Organizational Culture

When new employees join your company, the way they behave is heavily influenced by the organizational culture. As social beings, people strive to fit in the environment around them. If your company culture encourages employees to speak up without fear of reprisal, new employees will gain confidence in expressing their ideas, whereas if the culture is to "shoot the messenger," new employees tend to keep their opinions to themselves. You can influence company culture by clarifying your vision and values and putting them into practice on a daily basis.

B, Reward Systems

While the need to earn a salary ensures people will show up for work, organizational behaviour suggests that employees need other motivational elements to perform to the best of their ability. Employees are most likely to feel motivated when they see a clear link between the effort they put in and the reward they receive. Employees must consider the reward system as fair and equitable to inspire them to increase performance. Managers can motivate employees by setting realistic, achievable goals and measuring progress. Employees should receive rewards for attaining these goals, either financially or through recognition from the manager.

5. List three potential barriers to change in your organisation and describe specifically how those barriers may impede the change process.

i. Luck of employees or staff involvement

ii. Poor communication strategy

iii. Bad cultural shift planning

Luck of employees or staff involvement- this is the most common barrier to change management. Employees have fear for change but by involving they will be able to adopt change during implementation process. Even loyal members of the organisation are resisting for change if they are involved in the process. Most organisation fail in this part

Poor communication strategy- communication plan is very important factor during management process. Communication plays a key role in the all process. Most organisations has poor communication strategy and some leaders sometimes assume that they have communicated change to people and ready to adopt change. This will give rise to resistance among staff to support the change process because they did not receive any information about the process.

Bad cultural shift planning- when planning for change, planners must have the idea that change will affect people. Most planners concentrate on planning administrative structure, work responsibilities, job responsibilities and work reporting structure without involving real people working in those parts. This creates a lot of resistance when implementation commence because employees are not aware.

6. Describe three strategies for embedding change in an organisation. You should mention how the project leader can use their interpersonal and leadership skills to support this.

A, it starts from the top with strong and effective sponsorship from senior leaders.

Get the right people in the right places to ensure appropriate and fit-for-purpose resourcing.

Engage the business with “what’s in it for me” through clear articulation and communication on the benefits for individuals, teams and the organisation.

B, get engagement/buy-in from individuals, teams and the organisation by listening to and supporting the business concerns from all stakeholders across the business.

“Show, don’t just tell’ – Excellent communication in all its forms (actions, behaviour, spoken, written, group and individual) need to demonstrate how change will benefit the business.

C, be aligned – strong alignment between project managers and change managers are essential to ensure they are rowing the same boat.

Facilitate action and feedback by hearing concerns, taking action and soliciting continual feedback.

Assessment 3 : Major Activity

This assessment is a major activity which consists of eighteen (18) short answer questions to assess the student’s knowledge of BSBINN601 Lead and manage organisational change.

Instructions for Students

Completed answers should be attached to the workbook.

Task:

Describe how you have identified a need for strategic change in your organisation by:

1. Analysing organisational objectives

Using Structural Frame

Here organisations are to be understood by role definitions and clear hierarchy. Problems come from overlapping responsibilities and unclear instructions. The assumptions are similar to the rational model shown above and Taylors .

2. Reviewing existing policies and practices

Older Policies contain high-level principles or requirements that a certain department or functional area of the organization must follow, as formally agreed upon by management. These policies set the directional tone for individual departments or areas of the business.

3. Researching external events or trends

By using the internal environment of an organization which refers to events, factors, people, systems, structures, and conditions inside the organization that are generally under the control of the company. The company's mission statement, organizational culture, and style of leadership are factors typically associated with the internal environment of an organization. As such, it is the internal environment that will influence organizational activities, decisions, and employee behaviour and attitudes. Changes in the leadership style, the organization's mission, or culture can have a considerable impact on the organization.

4. Reviewing performance gaps, business opportunities or threats, management decisions

Competition among nearby business increased and the resources that our business provided are worn out

Customers were threatening to leave our services

5. Consulting with relevant managers, specialists and experts.

By bringing a specialized management consulting expertise to improve the performance of the company/organization

By working within the corporate structure to resolve business issues and implement solutions in organizational effectiveness/development, strategic planning or process improvement

Describe how you developed a change management strategy for your organisation, including how you:

6. Conducted a cost-benefit analysis for the change

Conducting benefit analysis of the change in some of method which normally measures some of the systematic approaches for the purpose of estimating strength and the weakness of some of the different ways like for instance transaction and the performance of workers in my organisation. Cost-benefit analysis helps to predict if change that the organisation needs to implement has direct benefits or it improves overall performance of the processes within the organisation. Also cost benefit is very important in that, it helps in checking if change will help to increase production in the organisation.

7. Identified barriers to the change

When the organisation is not performing as per the required by the policies and development of some of the changes in management, such changes helps the business to find other alternatives in creating other strategies when identifying and implementing the changes in organisations and we know that any change within the organization is very important. Organization once knows their weakness allows them to perform well and achieve some goals.

Examples of common barriers in an organisation include:

Luck of employees or staff involvement

Poor communication strategy

Bad cultural shift planning among others

8. Undertook a risk analysis and agreed mitigation strategies

i. Risk mitigation analysis process involves six processes in order to contain all risks that might arise during change implementation process.

ii. The first step is risk identification by using risk register to determine which risk is common and what is the cause of that risk.

iii. After identifying the risk, analyse the risk by checking how likely each of those risks normally happen by checking risk register by using qualitative and quantitative risk analysis methods

iv. Third step is to prioritize those risks by starting with the one that has a great impact to overall business operations which might cause a lot of losses in the organisation.

v. Another step is to assign the owner to the risk by identifying someone to monitor such risks to determine what the cause is and how to avoid them.

vi. Respond to risk by identifying and creating mitigation plan by developing strategy, preventive or contingency plan on the list of your risk priorities.

vii. Lastly monitor the risk by tracking the progress of risk mitigation process you initiated.

9. Developed a change management project plan

The following steps are followed when developing project management plan:

i. By communicating the intended changes with the organization- after completion of project plan, employees and all staff members are given information about change management process in an organisation by assigning duties and responsibilities to each staff.

ii. By Meeting with members of the marketing team to explain how their responsibilities will change- during the marketing, employees are assign task by stating clearly responsibility of every employee and job schedule are given to everyone in the organisation.

iii. By designing and install the new office layout for marketing employees

iv. By Transferring marketing employees to their new job locations (3-day period)- this process take three day for the all process to be effective and everyone should report to their working station.

v. By Meeting with marketing employees to field any questions

vi. By holding weekly teleconferences to discuss any concerns that arise-this is very import to everyone in the organisation because all employees are involved in an open forum to raise the grievances and challenges they are facing in the new stations on their working conditions

Certain management projects plan may be of important in coming up with the scope, stakeholders and the project teams in development of some of the strategies within the organization.

10. Obtained approval from the relevant authorities

Anything that public uses require approval form local authorities and the product and services which are normally used in the organization should be valid and eligible for use by human.

After completing project plan, it is another step to gain approval from stakeholders to proceed with performing project work. After putting plan together, mailing or emailing a packet to stakeholders and asking them to sign project plan to allow proceeding with working with project plan.

Face-to-face sign off meeting is more effective. Schedule a meeting for obtaining approval. The agenda will be project plan presentation. Present project plan to stakeholders and make sure stake holders agree with the project. If they will not agree with some issues, reschedule the meeting to work on the project plan to allow you handle those issues right away.

11. Assigned resources to the project and agreed reporting protocols.

Some of the resources may be required by the organization in order to choose and manage the services and the products. A manger within the organization helps in identifying the alternative resources by carrying out a survey from the staffs

12. Developed and implemented a communication/education plan to promote the change and minimise loss

The introduction of new channels of communications like for example the use of emails, mobile phones enhances the communication within the organisation, it is normally implemented by introduction of new systems and suitable channel of communication that allows the workers take care of their responsibilities.

Common communication methods used are:

Terminology- this are terminologies used in an organisation when specialist are working together, use terminology that is understood by all employees to avoid any barriers in communication.

Results that must be attained when change is implemented in an organisation and this is another method that must be set to guide all employees in an organisation

Quality information is very important in an organisation by giving initiatives on the how change will be implemented in a given timeframe.

Lastly, open communication is very important when communicate change in an organisation that bring understanding in an organisation hence helps in minimizing any losses in an organisation.

13. Consulted with relevant groups and individuals for their input to the change process

The sharing of decisions and ideas which are performed by collaboration that creates solutions over the given time. The partners who have shared decision making powers may be involved in organization. A times the shared amount of changes in accountability to success allows one to make achievement of complex projects which may have negative impact to the stakeholders that may be necessary.

Use focus group to enable employees with common interest or objectives share their ideas, opinions and how come up with solutions on ways improving their working conditions.

14. Identified and responded to any barriers to the change

There are certain available problems which may be available in the implementation in some changes of the current practices and models. Such models may be resistance to the firms which is normally acquired by the colleagues.

Luck of employees or staff involvement- involve employees in every step of change implementation process and allow them to give their opinions and ways on how to be improved. Involving employees will be no resistance because they are part of the process.

Poor communication strategy- communication plan is very important factor during management process. Communication plays a key role in the all process. This will promote transparency in the organisation and thus improve the implementation of change process

Bad cultural shift planning- when planning for change, planners must have the idea that change will affect people. Planners must be keen in solving cultural behaviours of customers and employees.

15. Actioned any interventions and activities according to the plan

The strategies are identified by the type of action that requires to be implemented according to the plan and this is usually allocated with specific periods. This gives a highlight of the standards and also the activities expected to happen within a given period of time as planned in the action plan. Through Objectives like the aim of the present study was to test two brief planning interventions designed to encourage cardiac patients to engage in regular physical exercise following discharge from rehabilitation. The interventions comprised action plans on (a) when, where, and how to act, and (b) coping plans on how to deal with anticipated barriers

16. Activated strategies to embed the change

This usually starts from the top and the strong or the effective sponsorship being at the senior positions which helps in acquiring the right personnel and re appropriate and up to the task.

While project management is a vital part of successful project delivery, embedding change management into the delivery of projects can increase the chances of a successful outcome by up to six times

17. Evaluated and reviewed the change

It is done by conducting an analysis of the scope which goes hand in hand with the plan which also gives the alternatives for coming up with alternatives used for doing the job. The procedures should be followed to the latter.

Evaluation of change management in an organisation is very important in that, it helps in identifying challenges that were not solved in implementation process and this process of evaluation makes come hope with strategies on how to improve them.

Also evaluation help in identifying strategies that can be used to improve change process in an organisation by using performance plan. A clear and concise performance plan reduces the amount of time required to draft a review. When creating your performance plan, include clear performance measures and cascade business goals into individual deliverables.

18. Modified the project plan when necessary.

Through Changing Management Models have been developed based on research and experience on how to best manage change within an organization or in your personal life. Most Change Management Models provide a supporting process that can apply to your organization or personal growth.

Through Changing Management Processes include a sequence of steps or activities that move a change from inception to delivery.

Through Changing Management Plans are developed to support a project to deliver a change. It is typically created during the planning stage of a Change Management Process.

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