Training Package: BSB Business Service
Week 9 Assessment Type:
Please read the following assessment guidelines carefully.
1. The purpose of this activity is to assess your knowledge and skills in Lead and manage organisational change.
2. If you have any considerations that may affect your performance in the assessment, please inform your assessor immediately. Your assessor will provide you with a suitable alternative to complete this assessment.
3. Your assessor will mark your assessment and provide feedback and a grade to you via the assessment submission on Moodle.
4. If you feel the decision made by your assessor was incorrect you have the rights to appeal the grading through filling out an appeals form which will then be handle by the Academic Manager.
5. A “NYS” (not yet satisfactory) result of this task may be returned to you for a re-assessment. Re-assessments must be submitted by an agreed date with your assessor.
6. The re-assessment work must address the specific performance tasks beyond doubt for the assessor to issue a satisfactory (pass) result. A repeat NYS outcome could lead to an administration fee for further reassessment.
7. All work must be done individually. Copied work will not be accepted and
By adding my name to this document, I hereby declare the work is my own and has not been copied from any other source.
Student NAME:_______________________________________ Date:_________________
BSBINN601 – Lead and manage organisational change
To complete this assessment, you will need to read learner guide and presentations carefully which have been uploaded to Moodle.
There is one task in this assessment.
Each question needs to be completed to a satisfactory standard to achieve a competent results overall for your assessment.
Your trainer will provide you with help and assistance with completing the task.
1. Why is it important to analyse an organisation’s objectives when identifying change requirements or opportunities?
2. Give three examples of the types of strategic change that may be required as a result of an analysis of organisational objectives.
3. Why should existing policies and practices be reviewed against strategic objectives?
4. 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?
5. Give six examples of the types of external trends or events that may impact the achievement of an organisation’s objectives.
6. Using the PESTLE analysis tool, identify three current factors in each category which affect (or may potentially affect) your industry sector.
7. Give 3 examples of each of the following factors which may result in change in an organisation:
8. 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?
9. Why is it important to review and prioritise change requirements or opportunities with relevant managers and specialists?
10. Group and case study questions – to be conducted and assessed by the trainer.
a) In groups of three/four, the learner should consult with the group:
Meet with a group of managers about proposed new changes in manufacturing processes to improve productivity and reduce waste for the supply of ready-made sandwiches. Draw up an agenda for a meeting with this group and consult them about the proposed changes and their priorities.
b) Case study exercise – to be carried out in pairs, the learner should brief:
Brief a contractor to support you in identifying opportunities for a major change in your organisation/example organisation. What key points would you wish to include in this conversation?
11. Why is it important to undertake a cost-benefit analysis for high priority change requirements and opportunities?
12. 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?
13. What is the purpose of a risk analysis when developing a change management strategy?
14. Imagine that the graphic design company is introducing new technology and working practices. What barriers might be encountered?
15. What mitigation strategies could be implemented to avoid the barriers identified in the previous question?
16. Why is it important to develop a change management project plan?
17. What key information should be included in the change management project plan?
18. Why is it important to gain approval from relevant authorities for change management processes?
19. The following question is to be conducted and assessed by the trainer. In pairs, the learner should carry out the following:
You are applying for access to a funding partner’s grant for businesses such as yours/example business. 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.
Consult with and ask the funding partner for approval.
You may want to include the following points in your consultation: ? Review the funding partner’s criteria for awarding the grant? ?
? Ask the funding partner for examples of the types of projects that they have invested in before, and the types of projects which they will support in the future?
? Brief the funding provider on your proposal and how it satisfies their criteria and benefits the business, staff and customers?
? Share the change management strategy and project plan with them? ?
? Sell the benefits of your change programme? ?
? Seek information about any conditions that they might impose on the funding and assure them of how these will be incorporated in your plans.
19. What kind of resources might you allocate to a project?
20. Identify a current, small scale work (or non-work-related) project that is taking place in your organisation (or example organisation). Identify the resources that would be required to successfully implement this project.
21. For the project above, identify who needs to be updated as to the progress of the project, how this is done and how frequently.
22. Develop a communication plan for your organisation, or an example organisation, as part of implementing change strategy and consult with two other members of your group, as acting stakeholders.
23. Think of a recent change that took place in your organisation or another organisation that you know. What were the benefits of this change?
24. 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 could this be taken into account in the communication process?
25. Imagine that you are planning a series of briefing sessions to brief the staff about a forthcoming office move. What should your briefing cover?
26. What practical arrangements do you need to consider when arranging and managing communication/training activities?
28. 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?
29. In groups of three or four, the learner should discuss how the changes would affect their own organisations.
Imagine that you are managing the project which you considered in Question 28. What kind of barriers might you encounter and how might you respond to them?
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:
? Action research?
? Career planning?
? Job redesign?
? Sensitivity training?
? Succession planning?
? Surveys (with feedback)?
? Team building?
? Termination or redeployment?
? Transition analysis.
Why is it important to activate strategies for embedding the change?
33. 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. Which strategies might you use to embed the change?
34. Why is it important to evaluate and review progress during a change management programme?
35. What methods can be used to evaluate and review progress of a change programme?