Lead and Manage Organisational Change | My Assignment Tutor

Name: Sandeep_Kaur_________________________ BSBINN601 Lead and Manage Organisational Change Learner Workbook Table of Contents Table of Contents 1 Candidate Details 2 Assessment – BSBINN601: Lead and manage organisational change 2 Competency Record to be completed by Assessor 3 Activities 5 Activity 1A 5 Activity 1B 6 Activity 1C 7 Activity 1D 8 Activity 1E 9 Activity 2A 10 Activity 2B 11 Activity 2C 12 Activity 2D 13 Activity 2E 14 Activity 3A 15 Activity 3B 16 Activity 3C 17 Activity 3D 18 Activity 3E 19 Activity 3F 20 Activity 3G 21 Skills and Knowledge Activity 22 Major Activity 23 Assessment criteria for BSBINN601 Lead and Manage Organisational Change In this document, you will find the criteria that are required to become competent in this unit. For further information on each element, you can refer to the Assessment Matrix. Included in this document are the elements for the unit, critical aspects of assessment and required skills and knowledge, as well as an assessment tool definition list and the crucial observation and third-party check lists. As well as all the areas covered here, each student must also complete all workbook activities, case studies and major activities, where stated, to become competent within this unit. NOTE – Re-assessment: Students will have maximum two (2) reassessments attempts if competency is not achieved on the first instance. The final grade of ‘C’ for Competent or ‘NC’ for Not Competent is only given at the completion of the unit of competency when all components or parts of the assessment are graded as ‘S’ for Satisfactory. Unsatisfactory results are marked as NS. Elements for Competency Demonstration Elements for Competency Assessment: Identify change requirements and opportunitiesDevelop change management strategyImplement change management strategyPerformance Evidence: Evidence of the ability to: Analyse and interpret information about the organisation’s internal and external environment and consult with stakeholders to identify requirements and opportunities for changes that support organisational objectivesPrioritise opportunities for changes with input from managersDevelop a change management project plan for the priority changes incorporating resource requirements, risk management and timelinesDevelop strategies to communicate or educate the changes and embed themObtain approvals and agree reporting protocols with relevant managers and implement the plan including addressing barriers to changeReview and evaluate the change management project plan and modify as needed to achieve objectives Foundation Skills:Reading Interprets detailed information that may deal with complex ideas related to issues both within and outside the workplace context Writing Uses clear and precise language to develop information about objectives, requirements, activities and recommendationsDevelops complex plans and strategies in appropriate format for the audience and purpose Oral communication Discusses and seeks information using appropriate structure and language for the audienceUses questioning and active listening to clarify or confirm understanding Numeracy Interprets, analyses and presents numeric/financial information in complex documents Navigate the world of work Takes a lead role in the development of organisational strategic goals and associated roles and responsibilities Interact with others Uses a variety of communication tools and strategies to build and maintain effective working relationshipsUses inclusive and collaborative techniques to seek feedback, negotiate and consult with a range of stakeholders Get the work done Plans, organises and implements activities required to achieve strategic priorities and outcomes, including consulting with others and sequencing events to minimise uncertainty for staffUses problem-solving skills to identify and analyse issues or barriers, and develop responsesDevelops new and innovative ideas through exploration and lateral thinking Knowledge Evidence: To complete the unit requirements safely and effectively, the individual must: Explain the change management process or cycle and strategies for communicating and embedding changeExplain how organisational behaviour and the external environment can impact on change strategiesDescribe the components of a change management project planList potential barriers to change and explain possible strategies to address barriers Assessment Conditions: Assessment must be conducted in a safe environment where evidence gathered demonstrates consistent performance of typical activities experienced in the creativity and innovation and include access to: Workplace documentation and resourcesOffice equipment, materials and software packagesCase studies or, where available, real situationsInteraction with others Assessors must satisfy NVR/AQTF assessor requirements. Links: Companion volumes available from the IBSA website: http://www.ibsa.org.au/companion_volumes – http://www.ibsa.org.au/companion_volumes Any observations and practical assessments must be recorded in the observation checklist. All practical tasks should be demonstrated during the length of the course. As the instructor you must maintain a record demonstrating the date of the practical activities and any comments relevant to the performance of each student. Where a student is not able to demonstrate competence in a practical observation activity, further questioning should be put in its place. As the instructor, you could be assessing the student’s literacy, numeracy and language skills, as well as the content and context of his/her answers. In some cases, you will have to adjust and amend the assessment tools, using different and varied methods (such as oral assessment), to allow students to be assessed according to their needs and abilities. Assessment Tool Definitions Assessment ToolHow is it used? What is it?Learner Workbook Activities (Entire completion is required)Each student should be given a Learner Workbook which will hold several activities, both formative and summative, that all need to be completed in conjunction with the appropriate sessions. The PowerPoint, Learner Guide and instructor should provide further information to help with the activities.Observation/Demonstration (To be completed for each numbered point as stated on the checklist)An observation should be completed for each of the students by the instructor. If the tasks aren’t everyday actions, a simulated environment is acceptable, or a demonstration can be set up. An observation checklist can be found at the end of this document.Major Activity (Entire completion is required)A Major Activity is a summative assessment and can be found in the Learner Workbook, after all the activities are completed. This is an extended piece of summative assessment which should take anywhere between 1-2 hours and every student should complete this work. It is a requirement for each unit to check knowledge and understanding.Skills and Knowledge Activity (Entire completion is required)A Skills and Knowledge Activity is a summative assessment and is found before the Major Activity in the Learner Workbook. This should take between 1-2 hours and every student should complete this work. It is a requirement for each unit to check knowledge and understanding of the foundation skills and knowledge evidence.Third Party (To be completed for each numbered point as stated on the checklist)A Third-Party checklist is very similar to an Observation Checklist in its format, but it can be completed by someone who works with the learner and has witnessed them completing tasks which coincide with the elements of the unit. The checklist can be found at the end of this document.Case Study (Entire completion is required)Not all units will have Case Studies but those that do will be clearly stated within the PowerPoint and the Learner Workbook. It will appear as any other activity, but it will be named ‘Case Study’ and will provide an example of a possible real-life situation for the learner to read, interpret and then answer questions on.Learner Guide (To be used as an informational guide)The Learner Guide links with the Learner Workbook as it provides the information given during sessions and more. It can help students to further their knowledge and to also complete the activities.Evidence Document (Not a necessity for completion of unit but can be used as an aid or to collect further evidence)The Evidence Document lists all the Elements and Performance Criteria with an area for written reports etc, to add evidence to the student’s portfolio. It can be used for any of the performance criteria, especially those which may not have been covered by any other assessment tool. The student can circle several the criteria that they may feel they need further evidence of or it can be used as a guide for completing further Observations and Third-Party reports. Observation/Demonstration Throughout this unit, the learner will be expected to show their competency of the elements through observations or demonstrations. The observations and demonstrations will be completed as well as the formative and summative assessments found in the Learner Workbook. An explanation of demonstrations and observations: Demonstration is off-the-job A demonstration will require: Performing a skill or task that is asked of youUnder taking a simulation exercise Observation is on-the-job The observation will usually require: Performing a work-based skill or taskInteraction with colleagues and/or customers The observation/demonstration will take place either in the workplace or the training environment, depending on the task to be undertaken and whether it is an observation or demonstration. Each task must be observed. You will need to ensure you provide the learner with the correct equipment and/or materials to complete the task. You will also need to inform the learner of the time they have to complete the task; this will once again vary, depending on the task. Learner should be able to demonstrate they can: Identify change requirements and opportunitiesDevelop change management strategyImplement change management strategy Learners should also demonstrate the following skills: ReadingWritingOral communicationNumeracyNavigate the world of workInteract with othersGet the work done Observation/Demonstration Checklist Candidate’s NameSAssessor or Observer’s NameSolomon GomezUnit of Competence (Code and Title)BSBINN601 Lead and Manage Organisational ChangeDate of AssessmentLocation75 Gozzard Street, Gungahlin, 2913Demonstration TasksMaterials and EquipmentTasks to be observed, demonstrated or simulated if appropriateYesNoCommentIdentify change requirements and opportunities: Did the learner demonstrate that they could identify strategic change needs through an analysis of organizational objectives?Identify change requirements and opportunities: Did the learner demonstrate that they could review existing policies and practices against strategic objectives to identify where changes are required?Identify change requirements and opportunities: Did the learner demonstrate that they could monitor the external environment to identify events or trends that impact on the achievement of organisational objectives?Identify change requirements and opportunities: Did the learner demonstrate that they could identify major operational change requirements due to performance gaps, business opportunities or threats, or management decisions? Identify change requirements and opportunities: Did the learner demonstrate that they could review and prioritise change requirements or opportunities with relevant managers?Identify change requirements and opportunities: Did the learner demonstrate that they could consult stakeholders, specialists and experts to assist in the identification of major change requirements and opportunities?Develop change management strategy: Did the learner demonstrate that they could undertake cost-benefit analysis for high priority change requirements and opportunities?Develop change management strategy: Did the learner demonstrate that they could under take risk analysis and apply problem solving and innovation skills to identify barriers to change and agree and record mitigation strategies?Develop change management strategy: Did the learner demonstrate that they could develop change management project plan?Develop change management strategy: Did the learner demonstrate that they could obtain approvals from relevant authorities to confirm the change management process?Develop change management strategy: Did the learner demonstrate that they could assign resources to the project and agree reporting protocols with relevant managers?Implement change management strategy: Did the learner demonstrate that they could develop communication or education plan, in consultation with relevant groups and individuals, to promote the benefits of the change to the organisation and to minimise loss? Implement change management strategy: Did the learner demonstrate that they could arrange and manage activities to deliver the communication or education plans to relevant groups and individuals?Implement change management strategy: Did the learner demonstrate that they could consult with relevant groups and individuals for input into the change process?Implement change management strategy: Did the learner demonstrate that they could identify and respond to barriers to the change according to risk management plans?Implement change management strategy: Did the learner demonstrate that they could action interventions and activities set out in project plan according to project timetable?Implement change management strategy: Did the learner demonstrate that they could activate strategies for embedding the change?Implement change management strategy: Did the learner demonstrate that they could conduct regular evaluation and review and modify project plan where appropriate to achieve change program objectives?The candidate’s performance was:Not SatisfactorySatisfactoryFurther Comments:Candidate’s SignatureAssessor/Observer’s Signature Support Questions for observation checklist Candidate’s NameAssessor or Observer’s NameUnit of Competence (Code and Title)Date of AssessmentLocationThe candidate’s performance was:Not SatisfactorySatisfactoryClient FeedbackCandidate’s SignatureAssessor/Observer’s Signature Third Party Reports The Third-Party Report should be completed by a senior member of staff i.e. a supervisor or manager, where possible. The report should cover the points below, with a description to show that the tasks have been witnessed over time, while working with the learner. Examples, times, dates etc. should be included, if possible. As this unit is about leading and managing organisational change, you will need to have witnessed the learner within a working or training environment: Identifying change requirements and opportunitiesDeveloping change management strategyImplementing change management strategy. Ticking yes/no next to the tasks is required, as well as an accompanying report. Third Party Checklist Candidate’s NameAssessor or Observer’s NameUnit of Competence (Code and Title)Date of AssessmentLocationDemonstration TasksMaterials and EquipmentTasks to be simulated if not witnessed over time:YesNoDid the learner identify strategic change needs through an analysis of organizational objectives?Did the learner review existing policies and practices against strategic objectives to identify where changes are required?Did the learner monitor the external environment to identify events or trends that impact on the achievement of organisational objectives?Did the learner identify major operational change requirements due to performance gaps, business opportunities or threats, or management decisions?Did the learner review and prioritise change requirements or opportunities with relevant managers?Did the learner consult stakeholders, specialists and experts to assist in the identification of major change requirements and opportunities?Did the learner undertake cost-benefit analysis for high priority change requirements and opportunities?Did the learner undertake risk analysis and apply problem solving and innovation skills to identify barriers to change and agree and record mitigation strategies?Did the learner develop change management project plan?Did the learner obtain approvals from relevant authorities to confirm the change management process?Did the learner assign resources to the project and agree reporting protocols with relevant managers? Did the learner develop communication or education plan, in consultation with relevant groups and individuals, to promote the benefits of the change to the organisation and to minimise loss?Did the learner arrange and manage activities to deliver the communication or education plans to relevant groups and individuals?Did the learner consult with relevant groups and individuals for input into the change process?Did the learner identify and respond to barriers to the change according to risk management plans?Did the learner action interventions and activities set out in project plan according to project timetable?Did the learner activate strategies for embedding the change?Did the learner conduct regular evaluation and review and modify project plan where appropriate to achieve change program objectives?The candidate’s performance was:Not SatisfactorySatisfactoryFurther comments:Candidate’s SignatureAssessor/Observer’s Signature Third Party Evidence Confidential Information Name of CandidateRTO:Unit(s) of Competence As part of the assessment for the units of competency, we are seeking evidence to support a judgment about the candidate’s competence. As part of the evidence of competence we are seeking reports from the supervisor and other people who work closely with the candidate. Name of the supervisor:Workplace:Address:Phone: Do you understand which evidence/tasks the candidate has Yes No provided/performed that you are required to comment on? As the assessor explains the purpose of the candidates Yes No assessment? Are you aware that the candidate will see a copy of this form? Yes No Are you willing to be contacted should further verification of this Yes No statement be required? What is your relationship to the candidate?How long have you worked with the person being assessed?How closely do you work with the candidate in the area being assessed?What is your technical experience and/or qualification (s) in the area being assessed? (Include any assessment or training qualifications.) Does the candidate: Perform tasks to the industry standards? Yes No Managed job tasks effectively? Yes No Implement safe working practices? Yes No Solve problems on the job? Yes No Work well with others? Yes No Add that to new tasks? Yes No With unusual or non-routine situations? Yes No Overall do you believe the candidate conforms to the standard required by the unit of competency on a consistent basis?Identify any training needs for the candidate: Any other comments: Candidate Details Assessment – BSBINN601: Lead and manage organisational change Please complete the following activities and hand in to your trainer for marking. This forms part of your assessment for BSBINN601: Lead and manage organisational change. Name: Sandeep Kaur ____________________________________________________________ Address: 228 plimsoll drive Casey ACT 2913 _____________________________________________________________ _____________________________________________________________ Email: Sandeep09868@gmail.com _____________________________________________________________ Employer: _____________________________________________________________ Declaration I declare that no part of this assessment has been copied from another person’s work except for where I have listed or referenced documents or work and that no part of this assessment has been written for me by another person. Signed: ____________________________________________________________ Date: ____________________________________________________________ If activities have been completed as part of a small group or in pairs, details of the learners involved should be provided below: This activity workbook has been completed by the following persons and we acknowledge that it was a fair team effort where everyone contributed equally to the work completed. We declare that no part of this assessment has been copied from another person’s work except for where we have listed or referenced documents or work and that no part of this assessment has been written for us by another person. Learner 1: ____________________________________________________________ Signed: ____________________________________________________________ Learner 2: ____________________________________________________________ Signed: ____________________________________________________________ Learner 3: ____________________________________________________________ Signed: ____________________________________________________________ Competency Record to be completed by Assessor Learner Name: _______________________________________________________ Date of Assessment: July 22, 2018 The learner has been assessed as competent in the elements and performance criteria and the evidence has been presented as: Assessor InitialsAuthenticValidReliableCurrentSufficient Learner is deemed: COMPETENT NOT YET COMPETENT (Please circle) If not yet competent, date for re-assessment: ____________________________________ Comments from Trainer / Assessor: __________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Assessor Signature: ________________________________________________________ Observation/Demonstration Throughout this unit, you will be expected to show your competency of the elements through observations or demonstrations. Your instructor will have a list of demonstrations you must complete or tasks to be observed. The observations and demonstrations will be completed as well as the activities found in this workbook. An explanation of demonstrations and observations: Demonstration is off-the-job A demonstration will require: Performing a skill or task that is asked of youUndertaking simulation exercise Observation is on-the-job The observation will usually require: Performing a work-based skill or taskInteraction with colleagues and/or customers Your instructor will inform you of which one of the above they would like you to do. The demonstration/observation will cover one of the unit’s elements. The observation/demonstration will take place either in the workplace or the training environment, depending on the task to be undertaken and whether it is an observation or demonstration. Your instructor will ensure you are provided with the correct equipment and/or materials to complete the task. They will also inform you of how long you must complete the task. You should be able to demonstrate you can: Identify change requirements and opportunitiesDevelop change management strategyImplement change management strategy You should also demonstrate the following skills: ReadingWritingOral communicationNumeracyNavigate the world of workInteract with othersGet the work done Activities Activity 1A Estimated Time10 MinutesObjectiveTo provide you with an opportunity to identify strategic change needs through an analysis of organizational objectives.ActivityWhy is it important to analyse the organisation’s objectives when identifying change requirements or opportunities? To ensure that any change programs are in line with original objective. There is no conflict right effort applied at the right place. That change supports organisational objective rather change objective. First analysis the objective To ensure that current change brings desired result in line with organisational objective.Give three examples of the types of strategic change that may be required because of an analysis of organisational objectives. Change in waste material, landfill material. Change in customer service time/ waiting time. Change in products and services. Technology improvements like internet banking/ plastic money. Recruitment ( more employees and less employees). Activity 1B Estimated Time10 MinutesObjectiveTo provide you with an opportunity to review existing policies and practices against strategic objectives to identify where changes are required.ActivityWhy should existing policies and practices be reviewed against strategic objectives? Purpose of fit may be no longer fit for purpose of delivering in term of new technology. For updating, delectation or replacement. To identify new requirements like compactor Customer requirements, Social changes, Economic changesImagine 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? Staff training policy Recruitment policy Cyber security policy Confidential IT policy needs to review Work flexibility Activity 1C Estimated Time20 MinutesObjectiveTo provide you with an opportunity to monitor the external environment to identify events or trends that impact on the achievement of organizational objectives.ActivityGive six examples of the types of external trends or events that may impact on achievement of the organisation’s objectives. Consumer-driven Ecological Economic Global Legal Political Social Technological The drive to corporate sustainability The move to a knowledge economy Workforce-driven Competitor activities rise and fall in interest rateUsing the PESTLE analysis tool, identify three current factors in each category which affect (or may potentially affect) your industry sector.Current factorsPoliticalEconomicSociologicalTechnologicalThis is concerned with what is happening in technology and how this impacts on your organisation. It includes these areas for example: Mobile phone technology, Internet, Social media LegalEnvironmental Activity 1D Estimated Time20 MinutesObjectiveTo provide you with an opportunity to identify major operational change requirements due to performance gaps, business opportunities or threats, or management decisions.ActivityGive 3 examples of each of the following factors which may result in change in an organisation: FactorPerformance gaps Shortfall in production target/ having less employees. Lower customer satisfaction. Fall in the profit target and quality problems.Business opportunities Changes in customer requirements. Latest availability technology skill and knowledge. Market changes in market/ political changesBusiness threats Competitors/ supply problems Price Change in legalisationManagement decisions Change in hire achyImagine 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? Training opportunities Improvement in project delivering Timeframe time bound targets Activity 1E Estimated Time1 HourObjectiveTo provide you with an opportunity to review and priorities change requirements or opportunities with relevant managers; and to consult stakeholders, specialists and experts to assist in the identification of major change requirements and opportunities.ActivityWhy is it important to review and prioritise change requirements or opportunities with relevant managers and specialists? To gain maximum involvement and commitment manager and people who directly involved in the management. They are expertise in their knowledge and experience To get relevant budget To get maximum support for the implement of the change To avoid any conflicting idea in the change processGroup and case study questions – to be conducted and assessed by the trainer.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. Review of organisation objectives Impact of the new change/ based on current data Allocation of resources/ budget Supply chain issues Review of our processes and waste management policies Unique character of productCase 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? Activity 2A Estimated Time15 MinutesObjectiveTo provide you with an opportunity to undertake cost-benefit analysis for high priority change requirements and opportunities.ActivityWhy is it important to undertake a cost-benefit analysis for high priority change requirements and opportunities? To make a good decision To ensure that investment time cost and other resources are worthwhile Allocation of resources To allocate sufficient budget to change the performance To identify and prepare any unexpected cost and benefitsImagine 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? Tangible= Efficiency Increase profitability Increase productivity Quality of products More customer Intangible = Skill development Repeat customer Staff morale/good service Activity 2B Estimated Time20 MinutesObjectiveTo provide you with an opportunity to undertake risk analysis and apply problem solving and innovation skills to identify barriers to change and agree and record mitigation strategies.ActivityWhat is the purpose of a risk analysis when developing a change management strategy? To develop mitigate strategies for risk To receive the maximum benefits of the change To be aware of factors which can impact our organisation/ change program To develop contingencies plans To prevent the lossImagine that the graphic design company is introducing new technology and working practices. What barriers might be encountered? To provide training to staff/ staff resistance to learn new technology Lack of co-operation Lack of morale Resistance to change of existing culture Lack of clarity about staff role and responsibilityWhat mitigation strategies could be implemented to avoid the barriers identified in the previous question? Staff skill knowledge and training To encourage staff involvement How to develop communication with staff Incentive and rewards Activity 2C Estimated Time10 MinutesObjectiveTo provide you with an opportunity to develop change management project plan.ActivityWhy is it important to develop a change management project plan? It avoids any doubt or confusion It enables the planning and scheduling of key tasks It ensures that key tasks are not missed It enables accurate budgeting for activities involved It acts as a communication tool It enables the systematic review of progress against the plan so that adjustments can be made if necessary.What key information should be included in the change management project plan? Project title Key people involved Project objectives ideally linked to organisational objectives What is/is not in the scope of the project Timescales Budget Monitoring and review arrangements Reporting arrangements. Activity 2D Estimated Time1 HourObjectiveTo provide you with an opportunity to obtain approvals from relevant authorities to confirm the change management process.ActivityWhy is it important to gain approval from relevant authorities for change management processes? They are the decision makers To ensure the support is received from the higher management It helps to things happen To ensure that resources are available to implement the change To avoid any problems of risks which can come at the latest stageThe following question itso be conducted and assessed by the trainer. In pairs, the learner should carry out the following task:You are applying for access to a funding partner’s grant for businesses such as yours (or 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 approvalYou 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. Activity 2E Estimated Time25 MinutesObjectiveTo provide you with an opportunity to assign resources to the project and agree reporting protocols with relevant managers.ActivityWhat resources might you allocate to a project? People for example specialists, contractors, employees, consultants and stake holder Equipment like vehicle, software and furniture Finance Material like raw materialIdentify 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. To provide health safety and trainingFor the project above, identify who needs to be updated as to the progress of the project, how this is done and how frequently. Stake holder Employees Activity 3A Estimated Time40 MinutesObjectiveTo provide you with an opportunity to develop communication or education plan, in consultation with relevant groups and individuals, to promote the benefits of the change to the organization and to minimize loss.ActivityDevelop 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.Think of a recent change that took place in your organisation or another organisation that you know. What were the benefits of this change? Skilled workers no need to provide training Professional trained staff To reduce the paper-based change in sustainability/ eco-benefits-cost effective Time management like attendance system using biometrics- punctuality/ cost saving/ convience.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 considered in the communication process? Activity 3B Estimated Time20 MinutesObjectiveTo provide you with an opportunity to arrange and manage activities to deliver the communication or education plans to relevant groups and individuals.ActivityImagine 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? Activity 3C Estimated Time40 MinutesObjectiveTo provide you with an opportunity to consult with relevant groups and individuals for input into the change process.ActivityImagine that you are planning a consultation event in your own organisation as part of a change program to introduce new equipment (hardware or software).Please answer the following questions: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?In groups of three or four – the learner should perform the following consultation to their ‘acting colleagues’:Following on from the questions above, consult with your group of colleagues and ask for their input into how the changes may affect them. Activity 3D Estimated Time15 MinutesObjectiveTo provide you with an opportunity to identify and respond to barriers to the change according to risk management plans.ActivityImagine that you are managing the project which you considered in Activity 3C. What barriers might you encounter and how might you respond to them? Activity 3E Estimated Time20 MinutesObjectiveTo provide you with an opportunity to action interventions and activities set out in project plan according to project timetable.ActivityChoose 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 Training Transition analysis. Activity 3F Estimated Time20 MinutesObjectiveTo provide you with an opportunity to activate strategies for embedding the change.ActivityWhy 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? Activity 3G Estimated Time40 MinutesObjectiveTo provide you with an opportunity to conduct regular evaluation and review and modify project plan where appropriate to achieve change program objectives.ActivityWhy 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?Group question – to be assessed by the trainer:Following on from Activity 3F, in a group of three, evaluate the change programme that has been implemented for a series of complex new procedures designed to reduce waste and improve quality and efficiency. Include the methods you would use to review progress towards achieving your objectives. Skills and Knowledge Activity Estimated Time45 MinutesObjectiveTo provide you with an opportunity to demonstrate your knowledge of the foundation skills, knowledge evidence and performance evidence.ActivityComplete 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 Navigate the world of work Interact with others Get 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 barriersAnswer each question in as much detail as possible, considering your organisational requirements for each one.Describe a process or cycle for managing organisational change effectively.What are the components of a change management project plan?Identify six external environmental factors which can impact on change strategies. Give two examples of relevant areas under each category.Describe how organisational behaviour can affect a change management programme.List three potential barriers to change in your organisation and describe specifically how those barriers may impede the change process.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. Major Activity Estimated Time1 HourObjectiveTo provide you with an opportunity to demonstrate your knowledge of the entire unit.ActivityThis is a major activity – your instructor will let you know whether you will complete it during class or in your own time. Attach your completed answers to the workbook. You must individually, answer the following questions in full to show your competency of each element: Identify change requirements and opportunities Develop change management strategy Implement change management strategyDescribe how you would identify a need for strategic change in an organisation by describing the following processes:Analysing organisational objectives Reviewing existing policies and practices Researching external events or trends Reviewing performance gaps, business opportunities or threats, management decisions Consulting with relevant managers, specialists and experts.Describe how you would develop change management strategy for an organisation, including how to:Conduct a cost-benefit analysis for the change Identify barriers to the change Undertake a risk analysis and agree mitigation strategies Develop a change management project plan Obtain approval from the relevant authorities Assign resources to the project and agree reporting protocols.Describe how you would implement the change management strategy including how to:Develop and implement a communication/education plan to promote the change and minimise loss Consult with relevant groups and individuals for their input to the change process Identify and respond to any barriers to the change Action any interventions and activities according to the plan Activate strategies to embed the change Evaluate and review the change Modify the project plan when necessary.

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