BSBINN601 – Lead and manage organisational change

Assessment 1
Knowledge Test

Question 1 : Explain the three major stages in the change management

process.
Managing organizational change will be much easier if you’re able to follow these
three change management process steps. If you identify the needed change,
communicate with your team and efficiently implement your strategy, you’ll have a
blueprint for change management. These guidelines help stakeholders understand
the current state of the business, and what they need to do to facilitate change in the
future.

There are three basic change management process steps you need to know:

1. Identifying need

2. Alignment and Preparing Your Team for Change

3. Implementation

Identify the Need to Change

The first step is identifying precisely what needs to change. Identify opportunities or
threats to the company, and evaluate if they are sizable enough to warrant a change
in strategy. If action is needed, start building a plan for change using a structured
goal-setting methodology, like SMART goals. SMART goals provide a template for
what needs to be accomplished, and by when. This is helpful when beginning to
deploy a change management planning initiative.

Alignment/Preparing Your Team for Change

As we all know, the most important part of your business is people. Your people will
be in charge of implementing the changes your propose. The challenge is, if you
force sudden change on people, problems will inevitably arise. This is just human
nature. It’s easy to become comfortable with the status quo and perform routines
because “we’ve always done it this way.”

The focal point of any leader tasked with change must be to align their team with the
vision. Communication is a crucial component in ensuring every team member is on
the same page. After all, purpose is a huge motivating factor for employees.
Everyone wants to feel like their contributions impact the success of their
organization. Leaders must communicate to each employee how important their role
is in instituting change. Once employees feel valued and understand the changes,
adopting the changes will be less challenging.

Implementation

After you’ve identified what your organization needs to facilitate change

management, it’s time to implement. Execution and accountability are both strategic
imperatives. To simplify implementation, approach implementation of change
management in phases. Breaking down change into smaller, more actionable
components makes this process simpler. A simpler process makes it easier for
employees to become trained experts in these new concepts. If you bite off more
than you can chew, there’s an increased chance of failure.

This is also where it’s time to implement a technology solution. Technology can help
make the tracking and reporting less time-consuming (and tedious) than trying to
manage everything in a barrage of spreadsheets. It can automate the process of
collecting and compiling status reports, and make it easier to see what’s on-track,
off-track, and at-risk. Finally, it can help hold people accountable for their results.

Managing organizational change will be much easier if you’re able to follow these
three change management process steps. If you identify the needed change,
communicate with your team and efficiently implement your strategy, you’ll have a
blueprint for change management. These guidelines help stakeholders understand
the current state of the business, and what they need to do to facilitate change in the
future.

After all, we design business and strategic plans to take us forward and improve our
current situation. By definition, any plan is a call for change.

Question 2: Identify and explain five of the steps used in a

communication strategy when communicating and embedding change .
Change is an important aspect of any evolving company, but all changes, big and
small, are likely to face obstacles during their implementation. You may be excited to
automate sales execution using Salesforce, for example, because you really believe it
will streamline the sales process. But how can you get your employees to share your
enthusiasm? It all boils down to communication. When implementing change,
companies often focus too much on logistics and not enough on communication.
Change has to be understood and supported in order for it to be successful –
without great change management communication, the change is destined to fail.

1. Be specific, early and often

Remember, sudden change is jarring, so be specific right from the start. Don’t make
your employees dig for details; offer them early and often:

 Who is going to be affected by the change and who will be responsible for
carrying it out?
 What is the change?
 Where will the change happen? This could apply to a physical location, such as
a change that only affects certain office branches, or it could apply to a
specific process being moved, such as switching online meetings from one
platform to another.
 When will the change take effect?
 Why is the change needed?

Instead of saying “Effective next month, we will manage all sales through Salesforce,”
say, “Starting March 3, we will begin shifting sales efforts from legacy systems into
Salesforce. The sales team will transition all sales-related tasks into Salesforce by May
1. Managing sales within Salesforce will allow us to automate redundant tasks and
better manage customer relations.

The latter answers the who (sales team), what (switching sales tasks to Salesforce),
where (from legacy systems into Salesforce), when (by May 1), and why (to automate
tasks and manage customer relations). People are less likely to feel ambushed by a
change announcement if you give them detailed information right away.

Providing details is crucial, and details are best delivered by people who are fully
informed and on board with the change.

2. Communicate through the right people

Employees generally want to hear about change through the changemaker and their
direct supervisor. Thorough change management communication requires preparing
multiple people within your organization to be advocates for change, which includes
managers and supervisors who will be communicating with their respective teams.
The desire for change has to trickle down so that each level of management and
each department has someone communicating directly with those affected.

If the purpose of the change isn’t fully explained to managers and supervisors, they
can’t approach a conversation about the change with confidence, and employees
won’t put their trust in someone who is shaky on the details. Educating managers
and supervisors about the change is crucial. Management should not only
understand the details of why the change is needed and how it will be implemented
but also how it will affect their employees specifically.

3. Communicate through multiple channels

Don’t rely on one medium to talk about a new change. Everyone has different
communication styles and preferences — it’s important to reach people through the
channels they respond to best. Each channel has its strengths and weaknesses.

In-person meetings and presentations — It’s helpful to allow for immediate

questions, but we’ve all seen employees’ eyes glaze over during a meeting that’s
scheduled too close to lunch – so be ready to reiterate what’s happening through
other mediums.

Email and newsletters — Email is great for giving the highlights, but when people
are trying clear their inbox, they’ll skim over details, making them unlikely to fully
understand or support the change.

Videos and blogs — Ongoing communication through explainer videos, in-depth

blogs, and collaborative tools ensures that employees have plenty of chances to
learn about the change and ask questions.

Collaborative tools such as Slack and forums — Consider setting up a Slack

channel or internal forum dedicated to the change. You can regularly post articles
and videos that guide employees through the particulars of the change, while also
allowing them to engage in a conversation about it.

Using a variety of channels also increases exposure to the information, and better
coverage leads to better comprehension. All changes will be met with questions, so
anticipate them and be prepared with responses.

4. Prepare for resistance

No matter how justified the change might be, people are bound to resist. The
Kübler-Ross Change Curve, based off of the five stages of grief, acknowledges that
people affected by change are likely to have emotional reactions to it. They may
move through the denial, grief, bargaining, and depression stages several times
before landing on acceptance. Preparing for emotional reactions allows you to
communicate with empathy.

Before announcing a change, map out potential objections and prepare responses to
them. If you plan to switch email from Outlook to Front, employees will likely object
to learning a new tool. Managers might complain that it will take too much time for
them to learn the new software and train their employees on it as well.
If you simply announce the change, employees could be in denial that it will actually
happen and put no effort into making the switch. Managers may try to bargain their
way out of it, swearing that it would be more efficient to stick with Outlook. As
people work their way through their emotional reactions, you need to be ready to
guide them.
Your prepared response might be that the transition will happen gradually over the
course of two months and that training and ongoing support will be provided
through digital adoption solutions such as in-app training. Show your employees
that you have a plan. If you introduce the change alongside a demo of Whatfix
walkthroughs that guide each user through the new features in Front, employees
won’t feel as overwhelmed.

7. Don’t be afraid to repeat yourself

Repetition is an essential aspect of change management communication. You may

have been planning this change for some time, but it is new to everyone else.
Employees will need to hear about the change many times and in many ways in
order to fully understand and support it.

Consider the classic marketing Rule of Seven – people need to hear your message at
least seven times before they’ll consider taking action; change implementation is no
different.

When change is first announced, people are preoccupied with how it will affect them
personally and don’t focus on the details. Their minds are clouded by emotional
reactions and initial resistance to change, making it difficult for them to understand
the purpose.

When you repeat your message, you give employees more opportunities to learn
about the why behind the change and help them understand how it will happen.
Repetition gives you the space to put all of the aforementioned communication
strategies into practice.

Question 3: Explain how organisational behaviour impacts change

strategies.
Organizational behavior helps us to develop an understanding of the attitude and
performance of employees and the organization as a whole. There are a variety of
factors that can influence organizational behavior, including the company culture,
policies, and structure. These aspects can have an impact on employee's productivity
and their commitment to the organization.
Organizational Culture

Organizational culture consists of values and motives that contribute to the

environment within an organization. It influences the way people work and interact
with each other. Employees become more responsible when they feel respected and
become an integral part of the team. Based on a study of 20,000 employees
conducted by HBR and Christine Porath, results show that employees are more
engaged with work when they are treated with respect. They will feel more
committed to their work and align their goals with the company.

Incentive System

Employees tend to feel more motivated when there is a solid reward system. Once
this effective system is established, it is necessary to reward employees who perform
well. They should be consistently applied within the company. A study from the
Human Resource Journal proposes that there are three types of contingent pay:
performance-related pay, profit-related pay and share ownership. Through interviews
conducted in 1,293 private-sector workplaces across the United Kingdom, only
performance-related pay was associated positively with job satisfaction, commitment,
and loyalty among employees. Organizational behavior proposes that incentives are
motivational factors that are crucial for employees to perform well.

Decision Making

Organizational behavior changes the way people make decisions. Businesses that are
able to encourage risks in decision making within the company culture can enhance
innovation and creativity. Effective communication allows managers and employees
to understand the business context and provides the opportunity for employees to
get involved.

It is essential to focus on the types of organizational behaviour that you would like to
modify or maintain. Eliminating the negative elements that slow down employee
productivity can generate a more efficient and positive organizational culture.

Question 4: Explain five ways the external environmental can impact

change strategies.
External environment factors are elements that exist outside of a company's internal
environment that can affect a company's operations. These outside forces can help
the business or present challenges to its current processes. Managers often keep
track of external environment factors so they can recognize and resolve the issues
the factors cause and make appropriate changes.
1. Technological factors

As technology continues to advance, companies can benefit from these

breakthroughs or face challenges in competing with them. For example, a company
that manufactures GPS devices for personal cars may experience a decline in
business because of the integration of GPS on mobile devices, but they can confront
these challenges by developing new products. Other companies, such as healthcare
providers, can use modernized methods to collect information from their patients,
keep patient records and streamline patient care.

2. Economic factors

The state of the economy plays an important role in every aspect of daily life, from
the well-being of personnel to the ability of a company to thrive. When the economy
trends downward and unemployment rises, businesses may have to work harder to
keep their staff and change their processes to continue earning revenue. If the
company produces products for retail sale, for instance, they may consider lowering
the price to increase sales and positively affect their revenue.

3. Political and legal factors

As political officials leave office and new ones replace them, the policies they
implement often affect businesses in relevant industries. Because of the inconsistent
nature of politics, businesses monitor legislative bills closely to prepare for potential
changes. Policies that can have long-term effects on companies include:

 Taxation

 Tariffs

 Employment law

 Competition regulation

 Import restrictions

 Intellectual property law

Companies affected by political decisions must modify their processes to comply

with new legislation and regulations, but doing so can keep them in business.

4. Demographic factors

Companies with successful products and services evaluate the demographics of their
target market to ensure they meet the needs of those who benefit from their
offerings. They also perform tests to measure how well they serve their customers.
This helps them understand if their target market has changed and how they can
develop better ways to serve their loyal customers and earn new ones. Demographics
that affect business decisions and processes include:

 Age

 Gender

 Race

 Nationality

 Belief system

 Marital status

 Occupation

 Income

 Level of education

For example, when mobile phone companies emerged in the 1990s, their marketing
efforts focused on young, successful professionals. Now, people of all ages and
backgrounds use mobile devices daily. Telecommunications companies have adapted
to this change by modifying the features of their products and taking different
approaches to advertising methods.

5. Social factors

Where people live, their personal values and their socioeconomic status affect what,
where and why people make purchases. Businesses take social factors into
consideration when developing and marketing products, and many use current
events, movements and social issues to appeal to their customers. For example, a
company that supports a women's organization may earn the trust and loyalty of
customers who identify as female. Catering to the specific preferences and
expectations of minority groups, who have more influence on the market today than
in past years, can also contribute to customer satisfaction and business growth.

Question 5: Describe two components of a change management project

plan.
Communication Planning

Effective change requires effective communication planning. This is one of the pillars
of a change management strategy and it requires ongoing attention.
Simply communicating the change once to your team isn’t enough. Repetition is key.

Often, it’s best to focus initial dialogues around the business case driving the change.
What is catalyzing the transition and what are the risks associated with not changing?
As discussions progress, you can share more details as required.

Every time you communicate, remember to take the following variables into account:

 The audience

 The message

 The timing

We recommend developing a cohesive change management communication plan,

or ERP communication plan, that specifies how you will address change with different
members of your organization, including employees, managers and executives.

Resistance Management

It’s unrealistic to expect that every employee will be 100% on board with every
change. There will likely be some form of disgruntlement, disagreement or even
outright resistance. 

This is why a resistance management plan is key. When resistance is proactively

addressed, it is less likely to usurp your project. 

Within the plan, your change management team should identify the steps required
to identify, understand and manage resistance across the workforce. Your team
should also help leaders implement these steps within their departments.

Question 6:List four examples of barriers to change and four strategies

that can be used to address them.
Examples of barriers to change and strategies that can be used to address them;

1. Lack of Clarity

Change is often difficult if you lack a clear vision. If you are unaware of the current
state of your organization, you will not be able to bring it to a desired future state. If
you are unclear of the vision, the drivers of change and the implementers will lack
clarity as well. It will derail the entire initiative. 

If you come prepared with clear project scope and a compelling narrative, it will lead
to a smoother transition. You must address the preliminary questions such as: 
  Why is the change needed? 

 How will it affect our current state? 

 How do you expect to get there? 

2. Ineffective Change Communication

Change management communication dwindles down the ladder. Statistically, only

68% of managers know the actual reason for organizational change. This number
further declines from 53% to 40% for mid-level managers and frontline
supervisors. Gartner suggests that due to poor change communication, 73% of
employees experience moderate to high levels of stress, and the affected employees
perform 5% less than an average employee. 

Instead of announcing the changes and expecting employees to adjust, try working
on an effective communication strategy.

3. Strategic Shortcomings

As a leader consider this: is your strategy detailed enough to serve as a helpful guide
throughout the transition? Effective change management strategy decides the
outcome of any change initiative. A holistic change management approach should
address the following key aspects:

 the need for change

 resources for change management

 risks associated with the change

 realistic timelines

 training & support

 measurable KPIs

 feedback

4. Change Resistant Culture

The longer a current process has been in the organization, the more invested
employees are in it. The status quo always feels comfortable creating a lot of inertia
in the organization. During change implementation, other cultural issues like internal
politics, poor behavior control, and personal agendas start surfacing, which
contribute to a change-resistant culture.
To overcome this barrier, change leaders should clearly map the stakeholders
impacted by the change. They should focus on individual transition as well as on
making the environment conducive for change.

5.Change Fatigue

More often than not, organizations have multiple change projects in the
implementation stage at one time. When change occurs in an organization
simultaneously, it overwhelms the employees. This results in change fatigue.

Change fatigue manifests in burnout, apathy, and frustration – all of which result in
lower employee engagement and productivity. Prioritization of change management
is the key to deal with this barrier to change.

Assessment Task 2: Project report on

FAST TRACK COURIERS

Task One

Analyse the internal and external environments for change and prepare a change
requirement report:

a. Identify strategic change needs by analysing organisational objectives.

Change is inevitable. Every organization needs a change but it should be in accordance with
the strategic goals of the company. The changes identified for Fast Track Couriers are linked
to its strategic and operational goals. The strategic goals and its associated changes are:

 The company proposes to expand their business in the metropolitan area. This means
they want to increase their share in small to medium delivery market by 7.5 %. This
can be attained by efficient employment of workforce as well as technology.
 Employment of technology like GPS systems and PDA shall improve the distribution
system.
 Training programs given to employees and drivers regarding the change made in
technology and organizational structure shall build their trust in the company and
not been seen as a threat. However the changes made in the workforce shall be made
keeping in mind the requirements of the workforce.

b. Review existing policies and practices against strategic objectives.

The current organization state in terms of its practices, policies and operations have a major

impact on the strategic goals of the company.

The impact of people

As we have seen in the scenario given, workforce majorly affects the organization’s strategic

goals. Unless the employees and drivers feel safe in the company or are motivated to work

productively, they will not be able to achieve the desired results. The drivers feel that use of

technology like PDA systems in the trucks means that the company doesn’t trust them. This

is the reason they don’t indulge into any training programs organized by the company. The

company also changed the policy of two drivers per truck to one driver per truck which

adversely affected the working of the drivers.

Impact of processes

The distribution process of Fast Track Courier is slow because of which the company is not

able to achieve shorter delivery times. Drivers are not willing to accept the PDA systems as

well as the automatic lift gate which delay the delivery time due to man-handled loading

and unloading services.

Impact of Technology

The workforce is resistant to adapt to the changes made in the technology like installing GPS

systems and PDA devices. This resistance is because they feel that the company doesn’t

trust them and hence need to monitor their working because of which they are not willing

to accept the technology which results in delay of customer’s order.

Impact of Structure

The General Manager of the company is always on the road because of which he is not able

to see the working condition of the company in real time and thus based on the reports sent

by head office and drivers, he manages to build policies. No administration, no control over

the workforce has led to lack of motivation in employees to work effectively.

c. Monitor the external environment to identify events or trends that may impact on the

achievement of organisational objectives by conducting a PEST analysis (refer to the

Template in Appendix V).

Two external trends that can affect the achievement of the strategic goals of the

organization are:
  The competitors – If the competitors are using the advanced technology and are able

to convince their employees that it is for the benefit of them, then Fast Track

Couriers might lose onto their market share as the customers prefer fast delivery.

 Government policies – If the government changes the policies or transport industry

or increase the road tax or toll tax then delivering of the orders can result into

increased cost on the part of the company which will increase their service charges,

hence making the competition even more severe.

PEST analysis template

Political Economical

1. The company check the labour rules 1. The app used by the fast track courier
followed by the local government. makes it very accessible and easy to
2. The company has to deal with the use .
sanctions imposed in many countries . 2. The company has generated many job
opportunities in Australia

Social Technological

1. The company is utilising modern 1. The company is using a very friendly

technologies which makes the pick up and modern app which is making it
of customers quick . popular .
2. Fast track courier service provides 2. Social media is well utilised by the
better delivery experience. company for promotion.

d. Identify major operational change requirements due to performance gaps, business

opportunities and threats, or management decisions by conducting a SWOT analysis

Identify changes due to performance gaps

Initially the company followed the policy of two drivers per truck but has now changed it to

one driver per truck. This has result in resistance by the drivers as they were more

comfortable in working in twos as they had company. Separating them though for the

benefit of the company has resulted in uncalled strikes. The company decided to use one

driver per truck and employ other drivers to drive the new truck they were going to

purchase.
Identify changes due to business opportunities

Fast Track Couriers have a chance to build their market share in Sydney and increase it by

7.5 % which is why they have decided to expand by 8 trucks. This will help them reach out

more customers.

Identify changes due to threats

Drivers working in the company were not willing to participate in the training programs for

the understanding of the PDA devices which resulted in low performance. Also the drivers

threatened to go on strike if the company follow the policy of one driver per truck. Because

of this the company has to stick with two drivers per truck or else face an angry driver force.

SWOT analysis template

Strengths Weaknesses

1. Brand image of reliability and value of money. 1. Inexperience of drivers to

2. Financials are strong and so fast track operate automatic lifts.
couriers can expand without much pressure 2. Family run business might not
on financials . cope up with expansion of
operations

Opportunities Threats

1. Some clients are willing to provide business if 1. Drivers may not cooperate .
operations are expanded to regional areas . 2. Competition from existing
delivery organisations.

Task Two

Develop a change management project plan that outlines the change management strategy:

a. Undertake a cost–benefit analysis for high-priority change requirements and opportunities

you have identified.

The requirement will include several novel employees that will be recruited to get great cost
for the fast track. The total amount for the implementation is around $25,000 , and the
beneficial is expected to grow the market share of fast track by 7.5%.

COST OF CHANGES – As mentioned before the total amount of implantation are $25,000
and the changes is the need about the 8 novel trucks for improving delivery quality and
decreasing the delivery time to get much more advantage on the firm. Another changes of
relocation of some staff and recruitment of new employees which can reduce cost for fast
track. Although the new building will give much more expenses for the fast track but
according to the regional locations within next three years , will help fast track has cutting
cost in the future.

COST BENEFIT ANALYSIS: Possible benefits of every change ; the implementation of

PDA/GPS will improve the technology of fast track and tracking the staff. The
implementation of 8 new trucks based on one person one truck with the automatic gate will
save time and other staff can do another task . The assessment of all benefits against cost
plus risks are as follows.;

CHANGE COST RISK BENEFIT

Implementation of  Manager may  Get the
PDA/GPS system abuse the higher updating
technology to technology to
control the gain the
drivers so it competitive
leads to be the advantages
confusers of and assess the
someone . performance of
 Cannot accept staff.
the change of
new technology .
Bringing in new  Need new trucks  Fast track will be  The firm will be
trucks will incur cost to able to complete able to
some 5,000,000 some 20% of the enhance its
deliveries to all delivery
the regional capabilities .
locations within  Better market
next three reach.
years .

One driver per  Wages and  Drivers might  Most well

truck change salaries that will be not accept the organised use
paid to all new change totally . of the
recruitments .  Drivers might resources to
 Automation of gate feel unhappy wrap market
will incur cost of with the needs and
technology decision. requirements.
implantation.  Reduced
requirement
for hiring
external
truckers .
 Reduced
probability of
lifting injury

b. Identify barriers to change by undertaking a risk management plan, including a risk

analysis (refer to the template in Appendix VIII).

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 mean they will leave Fast Track to other company ,
most of them are much more experience on truck drive .

CHANGE RISK BARRIER

PDA/GPS  Can be implemented in the  Need to recruit the noval experts
implementation wrong direction and its not of software. And it becomes a
suited for all the difficult task .
employees, sometimes the  They do not want to change and
old person need to take feel confusing.
more time or can not to  They are not happy at all when
update follow the change of the firm using a lot technology to
firm. control them.
 The training fees also high
and difficult to set the
appropriate time to all the
employees because they
are all drivers.
Gate automation  Change their attitude so it  The habit need to be more time
make the driver always to change and updating .
depend on the automatic
too much.
One driver per truck  . Exceed driver , so  Its become difficult for staff to
sometime they will not work concentrate on work
all effort and losing the staff  Need more trucks to new
if they feel boring and drivers.
cannot arrange the volume
of work.

Risk matrix
RISK/ BARRIERS IMPACT LIKELIHOOD STRATEGIES FOR
MITIGATING RISK
Lack of trust regarding High impact . Medium . Communications and training
use of productivity to outline business needs.
data. ‘Tracking productivity helps
improve the efficiency of
operations.’
Refusal to implement
Perceived threat to job High impact High . Explain connection between
security. business expansion plans
and ;
Resistance to 1. Increase job security
implementation. because of need for
drivers to support
expansion; because
overall profitability
and health of the
business reduces
risk to every one
2. Benefit of training
and consequent
increase
employability due to
new skills.
Industrial action High impact . Medium Gain trust and acceptance.

c. Determine resource requirements, such as human, physical and financial resources.

Human resources : Employees are considered in the most underrated Assets of any
organization. They are important for the functioning of any organization without which the
activities of an organization will come to a standstill. Human resources are even more
important in the industries which provide services since a great deal of creativity and
knowledge is required in those domains.

Human resources are also important in customer service and as trouble shooters to

understand the nature of the problem the customer and provide customized solutions. For
example, the truck drivers of FedEx are human resources which combine in the physical
resource like trucks to deliver the products to the customers of FedEx and create an
experience unique to FedEx.

Physical Resources :

These are considered as tangible assets which the organization uses to create value offering
and value proposition to its customers. Physical resources may include the equipment,
buildings, inventory, the manufacturing plant and distribution network which are extremely
crucial for the business to function properly.

Physical resources are important for the functioning of the organization since without things
like equipment and inventory and manufacturing plant it is difficult for the business to
function. While these are required for the business which has a tangible product offering, for
the business which has intangible services as an offering, there would not be the
requirement of a manufacturing plant, distribution network, etc.

But in fact, there will be a business process that needs to be followed for the delivery of the
service to the end customer. It is also is ensured that the organization updates itself with the
latest resources available in order for proper and efficient functioning. Physical assets are
usually considered stable in nature but they do come with a life post which they need to be
replaced by the organization. For example, any company would not build a new
manufacturing plant but it would add the modern facilities which would make the existing
plant more modern does update itself without practically moving the existing resources.

Financial resources: These often include cash, credit, and lines of credit along with the ability
to have options of stock plans for the employees of the organization. Most of the businesses
have financial resources on a regular basis but few companies will have extremely strong
financial resources such as the banks which are based entirely on financial resources and use
them as a key resource.

d. Chart time lines and schedules, such as by using a Gantt chart .

Task Three
 Develop a communication or education plan in consultation with managers and other
relevant stakeholders:

a.Consult with relevant individuals to determine how you will promote the benefits
of change and minimize loss to the organisation. You may seek feedback via email,
video conferencing, etc.

The ways communication can be informed

The performances that are being implemented in the company would need to be
communicated as per the requirements of the company. With the help of this the different
communication styles that may lead the performances of the company are as follows:

1. Informing through open meeting: it would need to be the duty of the company to
effectively deal with the communication criteria as this is considered the main
procedure through which information is transmitted easily (Buppert, 2014). In this
case, Fast Track Courier also needs to deal with open meeting procedures that may
lead up the performances of the company in an efficient manner.  It would need to
be the duty of the manager to ask the managing director before conducting a
meeting. This may need to be done almost 2 weeks before. Agenda of the meetings
would also need to be made along with informing the other staffs of the company.
This will provide efficiency for the company to perform effectively and as per the
requirement. 
2. Creating an effective atmosphere: Creating an effective atmosphere that may lead up
the communication process to be done as per the needs (McKenzie, 2017). This may
require various working procedures through which all the working procedures need
to be taken into consideration and worked out as per the needs of the team
members (Ward, 2016). This can be done through conducting the performances and
take the works by taking meeting atmosphere to the managing director. This will.
Provide the company with the different procedures and work as per the requirement. 
3. Communicating through visual presentation: Visual presentation leads up the
performance of the company to be done as per the requirements. It also leads up the
works of the company as per the needs of the customers (Bourne, 2016). In this
consideration, it would need to be the duty of the employees to effectively bring out
different procedures that will provide the company with the effectiveness
required. Key stakeholders must need to provide the company with the process that
will help the works of the company to be recognized in the market. In this context it
would need to be the duty of the company to effectively take necessary steps and
perform as per the requirement.  

The different ways to ensure the understanding of their roles in implementing the
business plan

The different stakeholders of the company are:

Position  Description of performance

Owners
Management Team Manages the team and looks into conducts of the
employees. Managers would need to acquire different
procedures and perform effective decisions to apply it on
the performances of the company. 
Director
Managing Director Manages the team and implements the ideas and
strategies. Discusses the strategies that will be necessary
for the company to perform and control the processes as
per the requirement. 
Manager
Logistics Manager Concerns about the logistics criteria
Administration Officer Checks the performances of the employees
Human Resource Officer Hiring and Firing of the employees
Finance Manager Financial information of the company
Sales manager Looks into the sales position of the company
Staffs
Truck Drivers Delivers the services to the customers
Accounts Clerk Looks into the bills that are considered by the company
b. Organise and manage the activities required to deliver the plan, including time lines for
implementation. This may include managing the frequency of reports and communications
between relevant individuals.

Management and organizational structure

The company is organized through three different members that act as the Board of
Management and the responsibility for approving the business decision. The organizational
structure consists of the personnel as follows:

Managing Director The person is responsible for the operations that are happening on the
daily basis and takes the necessary decisions as well.

Logistic Manager The person is responsible for the decision-making and scheduling of the
trucks and deliveries that are will be done throughout the day.

5 office support employees The people are responsible for the maintenance of the accounts,
administration, and sales of the company.

20 truck drivers The people are responsible for the delivering of the goods to its
destination. 
 Figure : Fast Track Couriers organizational Structure

Task Four

Identify and respond to barriers to change as outlined in the risk management plan. This
may include developing strategies that will mitigate risks and effectively respond to barriers .

Risk/Barriers Impact Likelihood Strategies for mitigating risk

Communications and training to outline

business need. ‘Tracking productivity helps
Lack of trust regarding use improve the efficiency of operations, where
of productivity data. High impact Medium and when resources are deployed; it is not a
Refusal to implement. tool to performance manage or penalise
individuals.’
Address employee concerns.

Perceived threat to job High impact High Explain connection between business
security expansion plans and:
Resistance to ·         increased job security: because
implementation. 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.

Address employee concerns. Gain trust and

Industrial action. High impact Medium
acceptance.

Task Five

Begin the change management process:

a.Implement the interventions and activities as set out in the project plan.

Fast Track Interventions are short-term activities that aim to initiate and maintain the
engagement of the community and create added value for the target population. The
objectives of Fast Track Interventions should be geared toward the overall project goal and
the success of related project activities. The ability to deliver quick wins builds trust in the
local community and boosts the credibility of the project as well as the implementing
organization.

Identifying areas of intervention usually begins with a scoping mission. Here, the project
team works together with the community and local stakeholders in conducting a field
assessment to investigate, screen, and identify potential target groups as well as the areas in
which interventions are expected to benefit both the community and environment. This
process results in a shortlist of possible interventions based upon priority and feasibility.

Fast Track Interventions should take a participatory approach that involves local stakeholders
and communities. Therefore, it may be helpful to hire local contractors or provide assets to a
local service provider.

b. Carry out the strategies for embedding the change.

 Identifying change requirements and opportunities

After reviewing the Fast Track Couriers organization's structure, mission, and present situation, the
following areas of the organization have a need for change.

 The organization has to aim to enhance the market structure in more locations so
that the firm can reach to more number of people within a short time. But, to develop
this, the organization needs to have a better understanding of the technology, should
know about the intention of the competitors, as well as requires support from the
workers
 The Company has planned to develop the employment of technology like the GPS
systems or the PDA to enhance the distribution systems of the organization. The
organization proposes to expand the business in more metropolitan cities, which will
ultimately increase the share of the company in the marketplace.
  The lack in the training sessions leads to some issues, so the organization is planning
to change the systems to bring back the trust from the employees as well as to
encourage the staff to yield higher product for additional profit.
 The employees need to take the process seriously to adopt the changes as soon as
possible to bring better productivity for the organization that will help in the long run.

 The link between the identified changes and firm strategic plan goals

Changes should be done by every organization to improve working structure, market share and etc.
Fast Track Courier requires changes in their objective to achieve goals and increase profit share of the
organization. The changes are required in Fast Track courier to

 Increase their market share in comparison to their competitors in the market.

 To reduce their operating expenditure to gain more profit.
 Changes are required for improving and increasing the number of services provided
by Fast Track Courier (Cameron and Green, 2004).
 For increasing their profit rate organization has to increase the number of services
provided by them and the work to increase the number of customers (Degen, n.d.).
 Changes are required for improving the quality of services provided by them so that
they can increase their customers.

Task Six

Prepare for the evaluation and review of the plan to achieve objectives and modify the plan
where appropriate. This may include conducting a gap analysis and distributing an
evaluation form to stakeholders (refer to the template in Appendix IV).

Gap Analysis plays a significant role. Gap analysis is not a one-time activity though. It starts
at the beginning and guides and controls the plan on how the objective to reach the
destination is achieved and continues throughout.

In service delivery, we not only need to know what the customer expectations are but also
should know where we are on delivery, i.e., we must have the awareness of the gap between
the expectation the customer (internal or external) has from IT services and what the
customer perceives the service to be.

Gap analysis
HR GAP-DOES THE OUTCOME OF POTENTIAL
BUSINESS REQUIREMENTS ORG. HAVE NOT SOLUTIONS TO
OBJECTIVES TO MEET WHAT IT NEEDS ADDRESSING ADDRESS THE
OBJECTIVES THE GAP GAP
 The target 1 is about the Requires more of Lack of knowledge The firm aims to
maintenance as well as labour and vast about the achieve better
To develop the the implementation of network to enhance addresses and productivity by
business in more of the GPS system, which the deliveries and places in the vast improving the
cities, especially in are considered as the supplies especially in areas will fail the efficiency of the
the metropolitan best options for metropolitan cities. objective. GPS systems, which
cities. tracking the details will automatically
about the delivery and enhance the scope
supplies. in the marketplace.

It is true that to Requires more of Improper The technology will

Plans to deliver
increase the scope of infrastructure for handling of the help the firm to
medium as well as
the market or to open the careful handling products will lead grow more and
large size products
someoptions for of the large size to cause more loss. more within a short
in the delivery
delivering large size of products. time and will
process to increase
products always needs increase the scale of
the market share
the technological productivity.
by 7.5%.
support.

To improve the bonds High technology is Complexity of The GPS systems

Managing the between the employees required for applications may can only do this, so
employees in the and track the records of processing the lead to fail the the firm needs to
form of the them needs the proper applications needed objective. have a better
integrated loom by installation of technical for managing the version of the GPS
using the advanced tools, which will help to advancement of systems
versions of the mark the process as tracking delivery
technology. well as will locate the services
location easily.

Requires If the employees The firm decides to

motivational and will not perform develop the
devotional their duty , the automated gate
employees for the company will fail systems, which will
To develop the Workers always need success of the to accomplish the help the drivers to a
workplace some motivation and courier company objective. great extent. The
effectively and easy services to deliver manual labor will be
efficiently. the products in time. reduced to a huge
extent, and they will
feel rejuvenated to
work for longer
period.

Overview:
Task one

Using your analysis of the internal and external environments for change in the change
requirement report, conduct a face-to-face discussion with stakeholders, specialists and

experts to seek their input in relation to change requirements or opportunities:

a. Identify and consult with key stakeholders and other relevant people, such as by
conducting

a stakeholder analysis (refer to the template in Appendix V).

b. Identify major change requirements and opportunities that support organisational

objectives.

c. Review and prioritize change requirements or opportunities by speaking with relevant

managers. This includes negotiating and maintaining effective working relationships .

Task Two

Based on the change management project plan you have developed in Assessment A Task

Two, present the mitigation strategies to the stakeholders. You will be observed interacting

with the stakeholders to obtain agreement on the mitigation strategies that can be used to

address identified barriers. This includes using appropriate questioning and listening skills

to clarify information.

Task Three

Based on the change management project plan you have developed in Assessment A Task

Two, speak to managers to clarify and confirm information to implement the strategy:

a. Obtain approval on the change management process and reporting protocols.

b. Assign responsibilities and obtain resources for the project, such as human resources.

You will be observed consulting with relevant groups to obtain input into the change

management process. This will involve discussions and questioning to clarify information
and

confirm understanding.

REFERENCES:

https://www.marketing91.com/four-types-of-business-resources/
https://www.linkedin.com/pulse/significance-gap-analysis-service-delivery-shriram-
bharathwaj

https://www.totalassignmenthelp.com/free-sample/fast-track-courier-assignment

https://www.abcassignmenthelp.com/business-plan-fast-track-couriers

https://www.coursehero.com/search/results/977165230/9dca56771d295f9298/