Business, Accounting and Finance

BSBINN601 Lead and manage organisational change

Learner Materials and Assessment Tasks

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Table of Contents

About BSBINN601 Lead and manage organisational change ............................................................... 4

Organisational Change ........................................................................................................................... 9
Identifying change requirements and opportunities .......................................................................... 12
Identifying strategic change needs through an analysis of organisational objectives and trends and
reviewing existing policies and practices against strategic objectives to identify change
requirements ........................................................................................................................................ 15
Identify major operational change requirements due to performance gaps, business opportunities
or threats, or management decisions.................................................................................................. 27
Reviewing and prioritising change requirements or opportunities with relevant managers and
consulting specialists and experts to assist in the identification of major change requirements and
opportunities ........................................................................................................................................ 30
Activity 1 ............................................................................................................................................... 36
Developing and Changing Management Strategies ............................................................................ 37
Undertaking cost benefit analysis for high priority change requirements and opportunities .......... 37
Undertaking risk analysis, identify barriers to change, and agree and record mitigation strategies ... 38
Developing change management project plan and obtaining approvals from relevant authorities to
confirm the change management process ........................................................................................... 44
Assigning resources to the project and agreeing on reporting protocols with relevant managers ..... 48
Activity 2 ............................................................................................................................................... 50
Implementing Change Management Strategies ................................................................................... 51
Develop communication or education plan to promote the benefits of the change to the
organisation .......................................................................................................................................... 51
Arranging and manage activities to deliver the communication or education plans to relevant groups
and individuals ...................................................................................................................................... 51
Consulting with relevant groups and individuals for input into the change process ........................... 56
Identifying and responding to barriers to the change according to risk management plans .............. 58
Activating strategies for embedding the change .................................................................................. 67
Actioning interventions and activities set out in project plan according to project timetable ............ 68
Conducting regular evaluation and review, and modifying project plan where appropriate to achieve
change program objectives................................................................................................................... 68
Activity 3 ............................................................................................................................................... 74
References and Further Reading ......................................................................................................... 75

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Note: BSBINN601 Lead and manage organisational change supersedes and is equivalent to
BSBINN601B Manage organisational change

Mapping Notes Date

Supersedes and is equivalent to Updated to meet Standards for Training 25/Mar/2015

BSBINN601B - Manage Packages Edits to clarify intent of
organisational change Performance Criteria Title change

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About BSBINN601 Lead and manage organisational change
Application

This unit describes skills and knowledge required to determine strategic change requirements and
opportunities; and to develop, implement and evaluate change management strategies.

It applies to managers with responsibilities that extend across the organisation or across significant
parts of a large organisation. They may have a dedicated role in human resources management,
human resources development, or work in a strategic policy or planning area.

The unit takes a structured approach to change management and applies to people with
considerable work experience and organisational knowledge.

No licensing, legislative or certification requirements apply to this unit at the time of publication.

Unit Sector

Creativity and innovation – innovation

Elements and Performance Criteria

ELEMENT PERFORMANCE CRITERIA
Elements describe the Performance criteria describe the performance needed to
essential outcomes. demonstrate achievement of the element.
1 Identify change 1.1 Identify strategic change needs through an analysis of
requirements and organisational objectives
opportunities
1.2 Review existing policies and practices against strategic objectives
to identify where changes are required

1.3 Monitor the external environment to identify events or trends

that impact on the achievement of organisational objectives

1.4 Identify major operational change requirements due to

performance gaps, business opportunities or threats, or
management decisions

1.5 Review and prioritise change requirements or opportunities

with relevant managers

1.6 Consult stakeholders, specialists and experts to assist in the

identification of major change requirements and opportunities

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 2 Develop change 2.1 Undertake cost-benefit analysis for high priority change
management strategy requirements and opportunities

2.2 Undertake risk analysis and apply problem solving and innovation
skills to identify barriers to change and agree and record mitigation
strategies

2.3 Develop change management project plan

2.4 Obtain approvals from relevant authorities to confirm the change

management process

2.5 Assign resources to the project and agree reporting protocols

with relevant managers
3 Implement change 3.1 Develop communication or education plan, in consultation with
management strategy relevant groups and individuals, to promote the benefits of the
change to the organisation and to minimise loss

3.2 Arrange and manage activities to deliver the communication or

education plans to relevant groups and individuals

3.3 Consult with relevant groups and individuals for input into the
change process

3.4 Identify and respond to barriers to the change according to risk

management plans

3.5 Action interventions and activities set out in project plan

according to project timetable

3.6 Activate strategies for embedding the change

3.7 Conduct regular evaluation and review and modify project plan
where appropriate to achieve change program objectives

Foundation Skills

This section describes language, literacy, numeracy and employment skills incorporated in the
performance criteria that are required for competent performance.

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Skill Performance Description

Criteria
Reading 1.1, 1.2, 2.1, 2.2  Interprets detailed information that may deal
with complex ideas related to issues both within
and outside the workplace context

Writing 2.1, 2.2, 2.3, 2.4,  Uses clear and precise language to develop
3.1 information about objectives, requirements,
activities and recommendations
 Develops complex plans and strategies in
appropriate format for the audience and purpose

Oral 1.6, 2.2, 2.4, 2.5,  Discusses and seeks information using
Communication 3.3 appropriate structure and language for the
particular audience
 Uses questioning and active listening to clarify or
confirm understanding

Numeracy 2.1, 2.3, 2.3  Interprets, analyses and presents

numeric/financial information in complex
documents

Navigate the 1.1-1.6, 2.4, 2.5,  Takes a lead role in the development of
world of work 3.1, 3.2 organisational strategic goals and associated roles
and responsibilities

Interact with 1.5, 1.6, 2.4, 2.5,  Uses a variety of communication tools and
others 3.1-3.3 strategies to build and maintain effective working
relationships
 Uses inclusive and collaborative techniques to
seek feedback, negotiate and consult with a range
of stakeholders

Get the work 1.1-1.5, 2.1-2.5, 3.1,  Plans, organises and implements activities
done 3.2, 3.4-3.7 required to achieve strategic priorities and
outcomes, including consulting with others and
sequencing events to minimise uncertainty for
staff
 Uses problem-solving skills to identify and analyse
issues or barriers, and develop responses

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  Develops new and innovative ideas through
exploration and lateral thinking

Unit Mapping Information

Code and title Code and title Comments Equivalence status

current version previous version

BSBINN601 Lead and BSBINN601B Manage Updated to meet Equivalent unit
manage organisational organisational change Standards for Training
change Packages

Edits to clarify intent of

Performance Criteria

Title change

Assessment requirements

Performance 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 objectives
 prioritise opportunities for changes with input from managers
 develop a change management project plan for the priority changes incorporating resource
requirements, risk management and timelines
 develop strategies to communicate or educate the changes and embed them
 obtain approvals and agree reporting protocols with relevant managers and implement the
plan including addressing barriers to change
 review and evaluate the change management project plan and modify as needed to achieve
objectives.

Note: If a specific volume or frequency is not stated, then evidence must be provided at least once.

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 change

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 explain how organisational behaviour and the external environment can impact on change
strategies
 describe the components of a change management project plan
 list potential barriers to change and explain possible strategies to address barriers.

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Organisational Change1
Organisational change occurs when a company makes a transition from its current state to some
desired future state. Managing organisational change is the process of planning and implementing
change in organizations in such a way as to minimize employee resistance and cost to the
organization while simultaneously maximizing the effectiveness of the change effort.

Today's business environment requires companies to undergo changes almost constantly if they are
to remain competitive. Factors such as globalization of markets and rapidly evolving technology
force businesses to respond in order to survive. Such changes may be relatively minor—as in the
case of installing a new software program—or quite major—as in the case of refocusing an overall
marketing strategy, fighting off a hostile takeover, or transforming a company in the face of
persistent foreign competition.

Organisational change initiatives often arise out of problems faced by a company. In some cases,
however, companies change under the impetus of enlightened leaders who first recognize and then
exploit new potentials dormant in the organization or its circumstances. Some observers, more
soberly, label this a "performance gap" which able management is inspired to close.

But organisational change is also resisted and—in the opinion of its promoters—fails. The failure
may be due to the manner in which change has been visualized, announced, and implemented or
because internal resistance to it builds. Employees, in other words, sabotage those changes they
view as antithetical to their own interests.

There are three basic stages for a company making a strategic change: 1) realizing that the current
strategy is no longer suitable for the company's situation; 2) establishing a vision for the company's
future direction; and 3) implementing the change and setting up new systems to support it.

Technological changes are often introduced as components of larger strategic changes, although
they sometimes take place on their own. An important aspect of changing technology is determining
who in the organization will be threatened by the change. To be successful, a technology change
must be incorporated into the company's overall systems, and a management structure must be
created to support it. Structural changes can also occur due to strategic changes—as in the case
where a company decides to acquire another business and must integrate it—as well as due to
operational changes or changes in managerial style. For example, a company that wished to
implement more participative decision making might need to change its hierarchical structure.

People changes can become necessary due to other changes, or sometimes companies simply seek
to change workers' attitudes and behaviours in order to increase their effectiveness or to stimulate
individual or team creativeness. Almost always people changes are the most difficult and important
part of the overall change process. The science of organization development was created to deal
with changing people on the job through techniques such as education and training, team building,
and career planning.

1
Source: Inc, as at http://www.inc.com/encyclopedia/managing-organizational-change.html, as on 18th
August, 2015; Prosci, as at http://www.change-management.com/tutorial-2007prep-strategy.htm, as on 18th
August, 2015..

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RESISTANCE TO CHANGE

A manager trying to implement a change, no matter how small, should expect to encounter some
resistance from within the organization. Resistance to change is normal; people cling to habits and
to the status quo. To be sure, managerial actions can minimize or arouse resistance. People must be
motivated to shake off old habits. This must take place in stages rather than abruptly so that
"managed change" takes on the character of "natural change." In addition to normal inertia,
organization change introduces anxieties about the future. If the future after the change comes to
be perceived positively, resistance will be less.

Education and communication are therefore key ingredients in minimizing negative reactions.
Employees can be informed about both the nature of the change and the logic behind it before it
takes place through reports, memos, group presentations, or individual discussions. Another
important component of overcoming resistance is inviting employee participation and involvement
in both the design and implementation phases of the change effort. Organized forms of facilitation
and support can be deployed. Managers can ensure that employees will have the resources to bring
the change about; managers can make themselves available to provide explanations and to minimize
stress arising in many scores of situations.

Some companies manage to overcome resistance to change through negotiation and rewards. They
offer employees concrete incentives to ensure their cooperation. Other companies resort to
manipulation, or using subtle tactics such as giving a resistance leader a prominent position in the
change effort. A final option is coercion, which involves punishing people who resist or using force to
ensure their cooperation. Although this method can be useful when speed is of the essence, it can
have lingering negative effects on the company. Of course, no method is appropriate to every
situation, and a number of different methods may be combined as needed.

TECHNIQUES FOR MANAGING CHANGE EFFECTIVELY

Managing change effectively requires moving the organization from its current state to a future
desired state at minimal cost to the organization. Key steps in that process are:

1. Understanding the current state of the organization. This involves identifying problems the
company faces, assigning a level of importance to each one, and assessing the kinds of
changes needed to solve the problems.
2. Competently envisioning and laying out the desired future state of the organization. This
involves picturing the ideal situation for the company after the change is implemented,
conveying this vision clearly to everyone involved in the change effort, and designing a
means of transition to the new state. An important part of the transition should be
maintaining some sort of stability; some things—such as the company's overall mission or
key personnel—should remain constant in the midst of turmoil to help reduce people's
anxiety.
3. Implementing the change in an orderly manner. This involves managing the transition
effectively. It might be helpful to draw up a plan, allocate resources, and appoint a key
person to take charge of the change process. The company's leaders should try to generate
enthusiasm for the change by sharing their goals and vision and acting as role models. In
some cases, it may be useful to try for small victories first in order to pave the way for later
successes.

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Change is natural, of course. Proactive management of change to optimize future adaptability is
invariably a more creative way of dealing with the dynamisms of industrial transformation than
letting them happen willy-nilly. That process will succeed better with the help of the company's
human resources than without.

What goes into the change management strategy

Situational awareness:

 Change characteristics - Begin by understanding the change that is being introduced.

Changes can be formalized projects, strategic initiatives or even small adjustments to how
the organization operates. Understanding the characteristics of the change requires you to
answer questions like: What is the scope of the change? How many people will be
impacted? Who is being impacted? Are people being impacted the same or are they
experiencing the change differently? What is being changed - processes, systems, job roles,
etc? What is the timeframe for the change?
 Organizational attributes - Next, work to understand the people and groups being impacted
by the change. The organizational attributes are related to the history and culture in the
organization and describe the backdrop against which this particular change is being
introduced. What is the perceived need for this change among employees and managers?
How have past changes been managed? Is there a shared vision for the organization? How
much change is going on right now?
 Impacted groups - The final step in building the situational awareness is developing a map of
who in the organization is being impacted by the change and how they are being impacted.
A single change - say the deployment of a web-based expense reporting program - will
impact different groups very differently. Employees that do not have expenses to report will
not be impacted at all. Staff who travel once a quarter will be only slightly impacted.
Associates who are on the road all the time will be more impacted, although filing expenses
is only a portion of their day-to-day work. And for those in accounting who manage expense
reporting, their jobs will be completely altered. Outlining the impacted groups and showing
how they will be impacted enables specific and customized plans later in the change
management process.

Supporting structure:

 Team structure - The change management team structure identifies who will be doing the
change management work. It outlines the relationship between the project team and the
change management team. The most frequent team structures include 1) change
management being a responsibility assigned to one of the project team members or 2) an
external change management team supporting a project team. The key in developing the
strategy is to be specific and make an informed decision when assigning the change
management responsibility and resources.
 Sponsor coalition - The sponsor coalition describes the leaders and managers that need to
be on-board for the change to be successful. Starting with the primary sponsor (the person
who authorized and funded the change), the sponsor model documents the leaders of the
groups that are being impacted by the change. The change characteristics will determine
who must be part of the coalition.


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 Each member of the sponsor coalition has the responsibility to build support and
communicate the change with their respective audiences.

Strategy analysis:

 Risk assessment - The risk of not managing the people side of change on a particular change
is related to the dimensions described in the situational awareness section. Changes that are
more 'dramatic' and father reaching in the organization have a higher change management
risk. Likewise, organizations and groups with histories and cultures that resist change face
higher change management risk. In developing the strategy, overall risk and specific risk
factors are documented.
 Anticipated resistance - Many times, after a project is introduced and meets resistance,
members of the team reflect that "they saw that reaction coming." In creating the change
management strategy, identify where resistance can be expected. Are particular regions or
divisions impacted differently than others? Were certain groups advocating a different
solution to the same problem? Are some groups heavily invested with how things are done
today? Note particular anticipated resistance points depending on how each group is related
to the change.
 Special tactics - The final step of the change management strategy is the identification of
any special tactics that will be required for this particular change initiative. The special
tactics formalize many of the learnings from the strategy development related to the change
and how it impacts different audiences in the organization. Throughout the change
implementation, special tactics may need to be revisited and updated.

Identifying change requirements and opportunities

Change in any business is similar to the change seen by us all in our everyday lives. We constantly
face changes in, for example, technology (new mobile phones and software) in health care (by the
introduction of new treatments and medicine) and in the way our language incorporates words and
phrases from for example the languages of new citizens and of youth.

We see changes in the way local councils determine the look of our local environments, by the way
the traffic in our cities is controlled and regulated, and by how we watch television and movies.

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Change is constant. It can see be seen as an energy or force affecting everything we do, both as
individuals and as members of corporate and organisational environments. Its dictionary definition
includes references to ‘alteration’, ‘differences’, the ‘substitution of one thing for another’, ‘the
passing from one place, state or form, to another…’ (Macquarie Dictionary, 2nd Edition).

Change is occurring in the business environment at a faster pace than ever previously recorded.

The need to seek change may be part of a business’s cycle of continuous improvement as part of a
quality assurance/management system, or it may be initiated by a particular pressure.

Cole (2001) identifies the following examples of pressures that can initiate change:

External pressures Internal pressures

Legislation Take-overs and mergers

Competitor activity Technological advantages

Funding cutbacks Day-to-day quality management activities

Shareholder demands Need to manage problems

Consumer demands New/revised strategic visions

Privatisation Contracting out for services

Breaking up of publicly owned monopolies Reducing employee numbers

Demands for better service at lower costs Greater employee participation

Workplace bargaining for individual

contracts

Quest for major improvements

The rate of change impacting many businesses is sometimes faster or more intense than they can
deal with.

Managers in businesses need to initiate and implement change in order to affect continuous
improvement. You will be expected to achieve this by instigating a collaborative approach to analyse
and evaluate current operations to identify appropriate opportunities for change.

The implications of proposed changes must be assessed and the obstacles to change addressed
through negotiation and encouragement of team commitment and participation. Feedback from
stakeholders about proposed changes should be considered at all stages and built into the planning
process. You will also be expected to conduct structured monitoring and evaluation of the change
process, and outcomes of implementation to ensure quality.

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Encompassed in the skills required to initiate and implement change are skills in the following broad
areas:

 Researching and identifying change opportunities

 Analysing situations and information
 Developing the change project analytically
 Managing the change project systematically
 Managing the people involved and the culture within the business

Substituting or
exchanging for
something
else

Searching for
Taking a fresh information
look and
knowledge

Change
Changing
perspective refers to Making things
different

…..

Transition
Embracing from one
new ideas system to
another

The ability to
see and
develop new
ways

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Identifying strategic change needs through an analysis of organisational
objectives and trends and reviewing existing policies and practices against
strategic objectives to identify change requirements
In order to affect continuous improvement and to respond to changes in the environment,
businesses have to constantly change many aspects of their operations. Sometimes the changes are
initiated by and lie within the control of the business. Other changes are triggered by events
originating outside the business such as legislation, demographic trends, and actions of competitors
and shifting economic conditions.

Successful management of change requires a structured approach to enable the transition from the
current state to a desired future state. It entails thoughtful planning and sensitive implementation,
and above all, consultation with, and involvement of, the people affected by the changes.

Identification of change opportunities process:

• Identify opportunities/problems
1

• Gather data about the opportunities or problems

2

• Generate ideas, alternative solutions

3

• Select a preferred course of action

4

• Implement the change/improvement/innovation

5

• Monitor and evaluate the improvement

6

Change within an organisation is the process of developing a planned approach to maximise an

objective.

This objective normally relates to:

 Maximising the benefits to the business

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  Minimising risks to the business
Managers need to be attuned to the need for change and be skilled in their abilities to identify,
evaluate and implement changes that are advantageous to the business. These changes may be
identified to either:

 Anticipate and prevent a problem - For example: Forward planning that includes
changes to recruitment and training in order to avoid a future shortage of skilled
employees.
 Improve or remove an existing problem - For example: Supply problems and different
consumer demands that initiate changes in a store’s purchasing strategy and pricing
policy.

Identification of change opportunities process

At times, change management does not provide a win-win benefit to all stake-holders. For example,
a company may have to reduce staff numbers or total working hours because of reduced sales. In
these cases, managers must make the best of the situation so they can research, plan and
implement the change efficiently and with empathy.

Opportunities for change in a business environment normally impact on the sales and service
components of the business since all other parts of the operation eventually focus on selling and on
customers.

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Why Change?
Any time there is a need to change, to meet a challenge – there is a need to be inventive. When
going down the current path is not going to allow a product, process or service maintain its current
standing; there seems little value travelling down that path.

Some of those reasons for change include:

 Advancing technology - Technology is changing fast, new products come from new and
old competitors.
 A changing environment - It’s a fast changing environment, product lifetimes shorter,
need to replace products sooner.

Changing industrial structures and strategies

 An evolving society – People have different expectations now than they did even 10
years ago. Look at what a 20 something person wants now compared to their parents at
the same age.
 Evolving customer desires - Customers are more sophisticated, segmented and
demanding, and expect more in terms of customisation, newness, quality and price.
 Competitors improve their products, processes and services - With markets and
technology changing fast, and good ideas quickly copied, there is continual pressure to
devise new and better products, processes and services faster.
 Customers stop buying your old products and services so you need to replace them and
add new products and services.
Types of changes within businesses

Refinements to work practices in order to:

 Reduce staff work hours

 Reduce (or better balance) staff workload

Changes to your product mix by:

 Diversifying the mix

 Expanding the depth or breadth of your range
 Moving into new product areas.
 Review of the quality of products and services you offer

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Introduction of new or different technology and/or equipment to:

 Better customise processes to your business requirements

 Reduce staffing requirements or workloads
 Enable staff to focus more on customer service

Re-design of one or more of your work systems

Re-structure of your work team and/or work allocation

With any change you introduce, it is important to be clear about the outcome you want—your
objectives—and to carefully consider all likely impacts of the change.

Decisions should be underpinned by accurate and up-to-date information about relevant aspects of
the business and aligned to mission, vision, and values statements, and strategic objectives of the
organisation.

Strategic planning provides a framework for action, which can guide the people working in an
organisation and assist them in deciding what actions are needed.

Effective plans can promote unity among staff and are an invaluable tool for establishing a common
direction and shared vision. The set objectives which arise from strategic planning should adhere to
the SMART principle. They should be:

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 S •Specific – carefully focused on the strategic objectives.

M •Measurable – expressed in a concise and quantifiable form

so that they can be assessed after implementation.

A •Achievable – feasible, appropriately limited in scope within

the business’s human, financial and physical limits.

R •Realistic – applicable to the current environment.

T •Time-framed – identify target dates and interim steps.

Having an idea is one thing. Having a great idea is another. Applying a great idea creatively is another
matter again!

Gather and analyse your information

Data is an accumulation of specific facts which can be gathered, tallied and transmitted. On its own,
data does not have any relevance until it is turned into a more meaningful product.

For example: 200 customer complaints were received annually by a business.

This data is not necessarily useful until it is seen in perspective… perhaps in relation to the total
number of customers who purchased at that business annually.

Information is data that has been given specific meaning. This gives it relevance to the business.

For example:

Translating customer complaints to a percentage of all purchasing customers makes the date more
meaningful. (E.g.: 4% of all annual purchasing customers)

Grouping other relevant information to give a specific picture of the problem at hand, such as:

 Specific contents of/types of complaints

 The % of complaints from each of the chain’s branches

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  The service & product complaint specifics such as: day/time of day of service complaints;
product items/categories that attracted complaints
 Staff training/turn-over in the branches at the time of complaints
Knowledge is information that has been given value, often by combining different information types
and sources.

For example: Comparing information to a company standard or operational objective in relation to

customer complaints gives value to the data and the information that has been gathered.

Businesses need to initially gather data from which to produce meaningful information and
knowledge. This will allow them to better identify change opportunities and/or solutions.

Data may be sourced externally or internally

External

This could include details about “big picture” issues including geographic, economic and trend-
related factors:

Global factors

This includes factors that could affect what products a retailer can source and sell, as well as
customer preferences and their rejection of products and packaging types. For example:
environmental impacts and political implications, supply and trade ties.

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Examples of Strategic Change2
Competitive advantage is the goal of strategic change -- which seeks to improve a company's
competitive position through improving certain elements such as its cost position and differentiation
from competitors. Examples of strategic change taught in business schools point the way to attaining
competitive dominance, as shown in case studies.

Strategic Change
In March of 1999, Renault Motors acquired the failing Nissan Motors of Japan. Japanese business
culture is famous for its policy of life-long employment. In an interview for Harvard's "Working
Knowledge," Carlos Ghosn, the man Renault chose as CEO for Nissan, asked, "How do you make
headcount reductions in Japan?" He had to reduce manufacturing overcapacity, get rid of the
seniority system at Nissan and replace it with performance-based management. He focused his
attention on cost reduction, sales of assets, eliminating the keiretsu, a Japanese term for interlocking
business relationships to develop other kinds of suppliers. The result was a nearly complete strategic
turn-around for Nissan, which went on to announce its biggest profit ever in May 2001 -- only a year
after it had posted its worst loss in the company's history.

Brand and Differentiation

The changes made by Renault included cutting Nissan's cost structure and improving its Infiniti
brand recognition and reputation by a dramatic re-design and introduction of new models in March
2002. Another example of strategic change through branding is Intel's 1991"Intel Inside" brand
campaign to differentiate itself from the other microprocessor manufacturers. Until Intel's
campaign, consumers hardly regarded the brand of microprocessor in their computers as important.
Intel's strategic change created the image of Intel as the zenith in quality microprocessors. Computer
buyers now look for the Intel name when buying a computer.

Australia specific factors

This includes influences on the supply of quality prospective staff members. For example: education,
population trends and skills shortages

State/territory specific factors

This could include factors which affect consumer spending confidence and product choices. For
example: political control, legislation and environmental issues

Localised factors

This includes factors that could put direct pressure on a retailer who is dependent upon particular
customer groups and their product choices. For example: demographic trends, transport availability,
and competitor information.

2
Source: Chron, as at http://smallbusiness.chron.com/examples-strategic-change-11467.html, as on 18th
August, 2015.

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Trend-related

This includes cross-market segments such as “office” furniture which has become popular for home
use. For example: merchandise such as electronic equipment, gas-lift chairs and filing cabinets for
home use.

Internal

This includes details about aspects of the business’s own business including:

Human Resource current/future needs

For example: identifying the need for employees to be computer literate.

Operational policies and procedures

For example: compliance with company and legislative requirements, current/proposed

merchandising standards.

Operating Plans and/or results

For example: Identifying trends in unknown loss results.

Statistical information

This includes: staff-turnover rates, unknown loss and profitability. For example: identifying
jobs/locations where it is difficult to retain staff.

Opinions and ideas from relevant staff members

For example: Feedback related to customer demands or complaints.

Budgets

There are many budgets used in retail environments including sales budgets, purchasing and stock-
holding budgets and advertising budgets which are developed at a holistic level and then devolve
into more specific, smaller unit budgets.

For example: Examination of budgets may reveal issues and opportunities that need to be
considered in relation to business changes at a company level or in relation to a specific store,
department or merchandise category.

Profit/loss accounts

These show the overall incoming and outgoing expenses of a business with a final determination of
Net Profit.

For example: Profit and Loss statements can assist a manager to identify initial objectives for change
as well as identifying opportunities or problems within a change management recommendation.

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Identifying reliable sources
Data needs to be reliable in order for it to be useful. Before accepting and analysing any data,
managers need to identify if it meets their criteria for reliability and usefulness.

This criterion can include:

 Currency of the details - For example I.T. information and fashion trends needs to be
appropriately recent to be an indicator of current trends, uses and availability.
 Expertise of researcher/author/publisher on this subject matter - For example: The
author’s qualifications, experience and currency of expertise are important
considerations when considering information.
 Bias encompassed in the data and its explanations - Bias can be based on many different
beliefs including: political, economic, cultural or personal. For example: Identifying and
taking into consideration the c ear or subtle bias within the information which could
alter its worth or the manager’s perspective.
 Relevance of the data - This relevance could be based on its application to the local
geographical, social, cultural environment etc. For example: Information from the
northern hemisphere may need to be considered in light of its geographical and
legislative origins when using those details in Australia. It could also be based on its
ability to comply with the company’s mission and values. For example: Human resource
or marketing practices that do not meet the ethical criteria of a business may be of little
value.
 Extent/depth of the content - For example: too little or too much data can make it
difficult and time consuming to identify the key details that a manager needs to know.

Using historical performance to identify opportunities

When options for changing in an organisation are being considered, management will usually
examine previous attempts at change to identify information that may assist with the identification a
range of opportunities for improvement and change..

Past experiences with change are major determinants of staff attitudes towards change. This is
particularly so if the changes were unsuccessful or incomplete. In organisations where change
programs have not been followed through to a successful conclusion, staff will be more resistant to
any changes proposed in the future. In order for this resistance not to continue, management must
acknowledge the past failure, show why this change is different to earlier attempts and demonstrate
its ongoing commitment.

Your examination must take into account:

 Any previous evaluations of similar proposed changes

 Evaluations of the outcomes of related changes made
 Past experience in introducing change in your organisation or in other related businesses

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A good place to start when reviewing historic performance is the company’s own statistics. This may
include:

 Sales
 Production
 Financial statements
 Customer/supplier/consumer surveys
In many cases the historical performance may just provide statistical information and not necessarily
include the information as to how or why the change was successful or unsuccessful. In this
situation you will be required to review the information and then continue in your creative thinking
to identify opportunities.

Identify opportunities for growth

Managers need to look both internally within their business and externally into the business and
general environment. This may allow them to identify change opportunities that could impact on
their final sales/service delivery.

Opportunities for improvement change and growth could include:

 Personnel requirements
 Employment/work practices
 Technological innovations
 Work methods and patterns
 Cost factors
 Availability/supply of resources
 Quality of services and products
 Methods to reduce waste
 New design/equipment

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  Systems design
These opportunities are normally identified either when:

 Part of continuous improvement cycle - Managers may not have a particular objective in
mind when they are seeking opportunities for change and growth. Continuous
improvement means that managers remain open minded and vigilant in their
identification of any change that could apply to their business - even when they do not
have a particular problem or issue to be managed.
 Response to a particular situation - Managers may have particular goals, objectives and
targets in mind when they initially seek opportunities for change.
These can be in response to:

 Factors over which the manager has no direct control

o These could include:
 Changes in the work environment including legislation
 Competitor activity
 Expenses related to store resources such as increased petrol prices
affecting delivery services
 Factors over which the manager has direct responsibility
o These can include:
 Instructions from higher management levels
 A need that has been identified in Operational Plans or results
 Observations that a particular aspect of the business is not as efficient as
it could be

The majority of people you work with will generally have many diverse ideas for improving the work
processes they use, the physical layout of the work area, staffing configurations or the use of
technology and so on.

Depending on your role, and the level of responsibility of the staff involved, there are a number of
strategies you can adopt to encourage the suggestions of the people you work with.

Hands-on approach

If you have operational or service staff reporting to you, you may decide to take an informal, hands-
on approach by discussing their ideas and suggestions for change.

A form of ‘management - by - walking - around’ can achieve this.

This approach may include:

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  Visiting your workgroup and observing group and work dynamics, both at busy and quiet
times
 Making it clear to staff that you are interested in their ideas for improvement and you
are not there to "catch them out" at anything
 Asking positive questions like ‘What are you working on?’, ‘Tell me why you are doing it
that way?’, 'Can you think of ways this can be done better or faster?’
 Arrange for regular meeting times with staff to ask for suggestions
 Setting up processes for staff input to identify needs and changes
 Making sure you listen to, acknowledge and follow up on what staff and others have to
say
Although this approach may seem ad hoc it will be useful if it is based on a planned and firm
communication strategy, if it is appropriate to the level of staff you work with and achieves the
results you want.

Formal consultation

In some situations a more formal consultation approach may be more appropriate. A formal strategy
is likely to be appropriate for significant change issues, especially if there are implications for
industrial relations or other human resource factors.

This may mean:

 Using regular consultation mechanisms, such as structured team meetings, planning

days and performance review processes
 Consulting more widely outside the workgroup, with other areas of the department,
union representatives, clients and users
 Undertaking research to evaluate performance levels, such as surveys, interviews,
feedback sheets and so on
 Undertaking structured benchmarking exercises

Tools and processes

Your input to the change process can be enhanced by the use of quality tools and processes to
identify problems, as well as suggesting constructive changes and develop options. These tools can
also help you and your workgroup analyse a situation, sort through the issues and make an informed
decision.

The tools or processes you may use include:

 SWOT analysis
 Fishbone diagrams

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  Brainstorming
 Affinity diagrams
 Structured discussion
 Run charts
 Flowcharts
 Surveys / Questionnaires
 Checklists
 Control charts
 Pareto charts

Identifying major operational change requirements due to performance gaps,

business opportunities or threats, or management decisions
Monitor and evaluate operations for improvement
Before implementing a change to your business, you need to be satisfied that a change is warranted
and that the particular change you are considering is the most appropriate way to achieve the
desired outcome. By monitoring operations over a period of time, you can:

 Investigate whether current systems and practices can achieve the desired outcome
 Assess whether the proposed change has the potential to achieve the desired outcome
 Identify potential obstacles to the proposed change
 Evaluate a range of possible options
The process of monitoring business operations involves the need to:

 Identify relevant aspects of operations to monitor and review

 Clarify how the proposed change relates to these aspects of business operations – this
step applies if you have a particular change in mind. Alternatively, you may need to
monitor business operations in order to identify what might change
 Establish a set of criteria against which you can evaluate the performance of the
aspect(s) being monitored
 Develop a process and timeframe for monitoring and gathering information about store
operations
 Implement the process to monitor and review operations, including gathering and
analysing information

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Evaluation Criteria
You need to define criteria that will specify the level of performance you are expecting for each area
of operations. These criteria should be based on your businesses current operational policies and
procedures and they should reflect the business’s strategic SMART objectives.

The criteria you develop will be applied to evaluate the performance of the business in the aspect
you have chosen to review. The results of your evaluation against the criteria will provide a tangible
basis for recommending changes. You need to decide:

 Which criteria are important for each area of operations you have elected to review
 How you will rate performance on each criterion.

Analyse information about business operations

Identifying and analysing information about business operations can greatly assist in successful
planning for change. Information can be accessed from a variety of sources and it should be:

 Relevant - In particular, you need to know about:

o Your customers – their needs, buying patterns and opinions about your
business.
o Your competitors – their product/service mix, prices and current marketing
approach.
o Your store – its performance and any changes made to systems, operations and
work practices.
o If you have a particular idea in mind as an opportunity for change, then your
information should also relate to and reflect this idea.

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  Reliable - You need to be satisfied that the information you have obtained is solid,
unbiased and dependable before you take the risk of making changes in your
organisation or its approach to doing business. For example, you should check your
source and seek confirmation from other information sources.
 Current - The importance of using current information sounds obvious, but can be
overlooked. In an environment of rapid change, the use of out-of-date information will
put your business at risk. Having a regular input of relevant information should be part
of your business planning. The information you obtain can inform your decisions and
trigger your awareness of the need for change. The way you analyse information should
reflect your objectives and the way you run your business. For example, your analysis
may aim to identify:
o Customer demographics and buying patterns
o You may do this by consulting external data sources, conducting regular
customer surveys, counting heads or observing customer behaviour
o How people perceive your business
o Perhaps your business has access to information from wider surveys

Analysing data
Analysing data involves turning data into meaningful information and knowledge so it can be
properly considered. This involves appropriate use of the following measures:

Qualitative and quantitative measures - Analysis needs to include a balance between relevant
quantitative and qualitative measures.

 Quantitative: This is information that can be refined to a quantity/numerical basis. For

example: a percentage increase in sales
 Qualitative: This is information related to attributes which cannot, or cannot easily, be
reduced to statistical detail. For example: staff inter-personal skills

For example:

 Quantitative measures in a store show that sales results are meeting budget
expectations.
 Qualitative measures however, show that customer satisfaction is generally low and
sales-staff selling skills are poor.
Further opportunities for improved sales may be overlooked if the qualitative measures are not
included in the analysis of this store’s situation.

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Efficiency and effectiveness measures
 Efficiency - Efficiency relates to the specific performance competence or quality of the
output. For example: a staff member’s selling skills may be deemed to be efficient if
he/she successfully concludes most sales with the customers purchasing items.
 Effectiveness - Effectiveness refers to overall performance in terms of its holistic costs
and impact on the business. For example: a staff member’s selling skills are effective if
the sale is transacted … using a minimum of time to deal with the customer.

A staff member may be efficient if he/she achieves sufficient sales, but not effective if he/she spends
all day chatting with customers and never completes stock control or paperwork duties.

Reviewing and prioritising change requirements or opportunities with

relevant managers and consulting specialists and experts to assist in the
identification of major change requirements and opportunities
Ensure information is complete and accurate
When evaluating change it is crucial that the information used is:

 Accurate: Information should be correct and based on fact, evidence collected or sound
opinion.
 Complete: All the relevant information should be included, with nothing important
missing.
 Substantiated: The information supplied should be based on information that can be
checked or verified.
 Impartial: The information provided should not be biased or prejudiced in any way.
 Relevant: Information should relate to the planned change or any unforeseen
consequences of it.
This could include information related to:

 Merchandise
 Services
 Operating systems

Compare current and proposed operations

Change for the sake of change is not advantageous to any business. There must be a defined
advantage for the business to change from an existing method or system to implement something
else.

To manage a proposed change to ensure that it will bring about improvements over the current
operations, you need:

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  Accurate information about your current operations - You need complete and up-to-
date information about each aspect of your operations that may be impacted by the
change you are proposing. This may include, for example, details of:
o Your current product and/or service range
o Your current operating systems
o Sales figures relating to each product/service line
o Promotional activities undertaken and their outcomes
o Full-time and casual staff numbers, turnover, sick leave
o Work allocation details, rosters
o Stock control practices and issues
o Supply practices, relationships and issues
 Specific details of proposed changes - In order to evaluate the potential impacts and
effectiveness of each proposed change, you need specific information about any
proposed change(s). For example, you may require specific details of:
o Merchandise and/or services to be dropped or introduced
o Changes to operating systems, practices involving Human Resources, work
allocation, stock control or supply
o Promotional activities being planned

A comparison of current and proposed operations

You need to be able to clearly show the advantages and disadvantages of both current and proposed
operations.

This is important so that the introduction of proposed changes can be accurately weighed against
retaining current operational practices.

Be careful not to fall into the trap of highlighting only the advantages of the proposed changes
against the disadvantages of current operations.

Identify options
This could include brainstorming ideas, examining how other businesses control the area/issue
under examination and gathering opinions from relevant stake-holders.

For example:

Current situation

Delivered stock item too heavy for staff to lift and move successfully

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Historical evidence of back and neck injuries when staff interacting with this stock

Staff reluctance to unpack and move this stock item

Brainstormed suggestions

Speak to supplier about packaging changed

Investigate equipment to assist with stock movement

Change manual handling techniques using only two-person lifts

Source alternative supplier with smaller packaged quantities

Delete the product from stock-holding completely

Check-out how the opposition cope with similar stock

Identify the advantages and the disadvantages

All ideas as well as the current system need to be analysed in relation to their advantages and
disadvantages.

This may take the form of a SWOT analysis – strengths, weaknesses, opportunities and threats. This
exercise encourages a structured thought process to identify and list a range of relevant points.

For example: Delete a line of stock completely because it is causing staff injuries.

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Strengths: Opportunities:

No further injuries will be caused by this To expand a different and newly-popular

stock line range of stock which has insufficient space in
the store at the moment

Weaknesses: Threats:

Could lose immediate/long-term sales Short-term: Opposition company may pick

up sales on this item
May annoy some customers
Long term: Opposition may keep customers
as they get used to going there instead for
this item.

Reputation may suffer if item is deemed a

“core” line

Reporting to appropriate personnel

In your role as a manager, there will be many situations where you need to consult with other
individuals and groups in order to successfully implement your changes.

These individuals or groups may be either:

 Internal
 External
Remember, few teams work completely in isolation and workload issues within your section often
affect other individuals and groups working in or with an organisation. Therefore, keeping all
relevant stakeholders up-to-date with your plans for change will really help to avert
misunderstandings and problems later on.

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Consulting with internal groups and individuals
You must also bear in mind that the changes you make as manager of a team or department within
an organisation will also have an impact on the rest of that organisation to some degree, so
consulting widely on issues of mutual interest is vital.

Individuals and groups within an organisation need to communicate regularly to be efficient.

Organisations are essentially just networks of people, each having a particular skill set, who rely on
each other to get the job done.

No single person in any organisation is fully equipped to perform every task required by that
organisation. Individuals—indeed, whole departments—need to work collaboratively in order to
fulfil any change requirements so you should always consult with colleagues with regard to any areas
of mutual concern and keep them abreast of your timelines and all significant developments they
should know about.

Consulting with external groups and individuals

When managing change you will not only need to interact regularly with other departments and
their managers, but also with a range of different external stakeholders.

Deciding who to consult and when

Deciding which internal or external stakeholders need to be consulted on your change plans largely
depends on their level of involvement.

Communicating your plans and collaborating with others

Individuals, groups and even entire sections of an organisation need to work together to achieve
success during the change process; effective communication and the ability to collaboratively
schedule activities are therefore paramount.

Communication is a fundamental element of all organisational work, and a winning work plan
requires a good communications strategy. The way people communicate in the workplace can take
many forms but despite today’s high level of technology, workplace communication still revolves
around the principles of basic conversation.

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Conversation and communication skills are extremely important when interacting and negotiating
with relevant groups and individuals both internal, and external to your organisation. To operate
effectively as a manager you need to apply the same positive principles of consultation and open
communication that you encourage from your team to all of your dealings in the workplace.

Activity 1

Think carefully about your workplace, a workplace you are familiar with or your practice
environment. Do they identify change requirements and opportunities? Briefly describe how they
go about doing this/could go about doing this. (If you do not work in an organisation, briefly
describe how you could go about doing this).

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Activity 1

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Developing and Changing Management Strategies
Undertaking cost benefit analysis for high priority change requirements and opportunities

Cost Benefit Analysis

Cost-benefit analysis involves comparing the costs and benefits of alternative changes for your
business.

It involves determining what the alternative changes are and then identifying what the costs of each
alternative would be. The evaluation should include both direct and indirect costs if you want to be
more exact.

This analysis should also determine what benefits will be achieved from each activity. The main
benefit would most likely be income. However less tangible benefits are also important.

Your business has limited resources so it's important to make the best choice from the available
options. A cost-benefit analysis will assist you to do this.

The benefits associated with costs may not always be tangible. For example, the provision of
uniforms may be a business policy in order to create a professional image for your business.
However, the uniforms may also contribute to general hygiene and staff morale. It’s important to
identify all the benefits associated with costs before deciding where to make changes.

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Cost cutting measures may have the following Cost cutting measures may have the following
positive outcomes: negative outcomes:

 Increased profits  Staff dissatisfaction and lowering of

morale
 More budget for other expenditure
proposals  Customer dissatisfaction and loss of
market share
 Reduced prices of goods and
services  Increases in a cost which is affected
by the cuts
 Increased competitiveness
 Negative publicity

Undertaking risk analysis, identify barriers to change, and agree and record
mitigation strategies
Assess implications of change
The implications of a change can be positive and also negative.

All of the SWOT points will have flow-on ramifications for the business.

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For change to be worthwhile, it is necessary to ensure that the business either:

 Progresses to a more advantageous position - For example: By devising and

implementing a safer and more cost-effective method of moving stock, the business and
staff members may all benefit
 Suffers the least amount of negative results, if a change must be implemented - For
example: Legislative compliance may be required regardless of a business’s preferred
operating methods. In this case, it needs to be implemented in the most effective and
efficient way
Proposed changes should also be carefully evaluated in terms of potential impact on all aspects of
the business. To ensure that the change you make actually results in business improvements, you
need to consider how it may impact on all relevant stakeholders, including staff, customers, and
potential customers, suppliers, competitors and the local community.

Identify and develop plans to manage risks or threats

It is important to consider any likely risks or issues that may impact on the approval and effective
implementation of the change. For example, these may be related to the level of support, time,
resources and capacity needed to successfully achieve the change. At this stage, you would only
need to broadly consider risks and some possible management strategies (more work will be
required if and when the change proposal is approved).

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The steps in broadly identifying and managing risks
 Step 1 - Identify likely risks to successfully achieving the change. These may include but
may not be limited to: shifts in priorities, political changes, potential loss of sponsor,
staff changes, shifts in stakeholder support, over extension of time, insufficient
resources.
 Step 2 - Identify the likelihood of each risk happening - high, medium, low.
 Step 3 - Identify a broad plan to reduce or avoid each risk, such as:
o Consider having a backup sponsor
o Consider timing of change
o Prepare a timeline for the change
o Prepare an alternative funding strategy
o Develop a consultation strategy
o Undertake an impact assessment of any risk identified

As a result of this analysis, you may decide to adjust your proposal for change or in some instances,
abandon it altogether. If you decide to go ahead, and you obtain the necessary authority to proceed,
you may be required to prepare a project plan or a business plan for further approval.

Using previous evaluations

If you are planning a change, it is useful to look for historical indicators in your own and other
businesses, which are relevant to the proposed change. Past history does not define a business, but
it is important to try to take its lessons into account. Reviewing and evaluating past experience of
changes, which have been implemented in your business provides a valuable opportunity to learn
from mistakes, as well as identify further business opportunities to capitalise on success.

When considering a previous change a manager can use their knowledge and experience of the retail
business as well as researching relevant planning documents asking appropriate people within the
business.

The following questions need to be asked:

 What was changed?

 What initiated the change? Internal or external factors?
 What were the objectives of the change?
 Were the objectives clearly linked to strategic plans?
 What obstacles were encountered?
 How were the obstacles addressed?
 How did the change take place?

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  What were the outcomes of the change?
 How were the outcomes measured?
 What worked well?
 What aspects of the change process could be improved?
 What lessons have been learned, which could be relevant to the current business
environment?

Identify and address obstacles to change

There are almost inevitably obstacles to change. Even a change with the most apparently obvious
benefits for all concerned is likely to be tripped up at some point. The more obstacles to change that
you can identify and address in advance, the smoother your change process is likely to be.

External obstacles to change can include:

 Downturn in the economic environment - This can have a serious impact on your
business outcomes and may mask the impact of a change you have made to store
operations. In this situation, you may need to:
o Build in an allowance for the external change when planning the change
o Postpone the change until there is a more suitable economic climate
o Modify the change process appropriately
o Review relevant economic indicators
 Changes in product availability or supplier relationships - before you make an
operational change that could be impacted by changes in product supply, you should:
o Consolidate your relationships with suppliers and logistic operators
o Anticipate ongoing and changing product needs and ensure availability
o Consider entering into partnerships with suppliers
 A competitor makes an unanticipated change - Your proposed change could be
undermined if, for example:
o A competitor makes the same change before you do.
o A competitor announces a major promotion at a time that temporarily draws
away your customers, just when you want their attention.
o A competitor goes out of business, making your costly change unnecessary.
o You won’t necessarily be able to influence any of these events, but if you have
the best possible information about your competitors, you will be in a better
position to implement change in your own organisation.
 Unexpected events - No matter how well you plan a change process, you may find you
are dogged by unanticipated obstacles such as:
o Failure of your equipment or technology

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 o Events that change people’s perceptions of your business or need for your
products
Managing these circumstances is, of course, part of managing contingencies that can affect a
business.

Internal obstacles to change include resistance from internal sources such as general unwillingness
and non-participation by individuals and/or teams and union rejection of planned changes. People’s
resistance to change is perhaps the most common obstacle to change, and arguably the most
difficult to deal with. People have individual reasons for resisting change, just as they have individual
ways of resisting.

Recognise resistance
When people resist change, their resistance is likely to be underpinned by fear. This fear may relate
to:

 Failing
 Being found (or thought) to be incompetent and unable to cope with new demands
 Loss of job security
 Loss of control (i.e. because the status quo changes)
Resistance can be expressed openly as disagreement, complaints or even refusal to participate. But
often it is more hidden and much more difficult to identify. It can express itself as poor performance
and errors in work, or apathy and withdrawal from activities. Sometimes resistance is not even
conscious and is expressed as illness or through various stress symptoms such as apparently
unrelated emotional outbursts.

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Manage resistance
Effective organisational, communication and interpersonal skills are very important for a team
leader in managing resistance. Staff and team leaders should be involved collaboratively in gathering
information, ideas generation, decision making, planning, implementation and evaluation. To
increase staff commitment and accountability, all staff involved should understand and agree on the
reasons for change, the desired outcomes and the likely impacts of the change.

It is better to openly acknowledge how the status quo is likely to change, rather than ignore it,
pretend it won’t happen or minimise its importance to staff. Instead team leaders need to
encourage staff to express their concerns and issues and listen carefully and acknowledge their
concerns. Where possible, find solutions for these concerns as a collaborative exercise, and find
ways of addressing people’s fear of losing their job and/or their level of responsibility. Resistance to
change is inevitable, so as a team leader you need to expect it, recognise it, manage it and avoid
taking it personally.

Staff ability to manage change

It is also important to recognise when staff members are unable—rather than unwilling—to manage
the change. There may be a number of reasons underpinning staff inability to manage change. For
example, staff may not have the required skills and/or knowledge to implement the change. If new
technology, equipment or work practices are introduced, you need to make sure:

 Appropriate training and support are provided to ensure staff:

o Perform tasks to the expected performance level
o Understand the rationale underpinning the change and the new or different
tasks they need to perform
 Sufficient time is allowed for staff to practise applying their new skills and/or knowledge
in the workplace
 Support is provided during the initial period of change to assist in problem solving and
troubleshooting
 Staff may find their workload is increased because the change can:
o Involve additional or more complex tasks
o Attract more customers into the store
 Result in a sudden increase in:
o The number of customer enquiries
o Time spent with each customer
o Issues requiring attention

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These outcomes may be temporary, as a reaction to the change, or they may continue for some
time. You need to be prepared for such contingencies and, if the change is to be smooth, to find a
resolution for them.

Staff may find the change very confronting and be unable to manage their reaction to it. This type of
stress reaction may result if, for example, staff members:

 Overload them in an attempt to ‘prove’ they can manage the change

 Lack confidence in their ability to manage
 Lack experience in managing their own emotional reactions to change
 Lack understanding of the change process
As manager, you should be on the lookout for signs of people ‘not coping’, such as increased errors,
sudden emotional outbursts and frequent bouts of illness. Dealing with this type of personal
reaction to change can be a very delicate matter. You are advised to take steps to:

 Ensure staff understand and discuss the change process before it starts
 Minimise stress during the change process
 Encourage staff to support each other
 Respond quickly if you notice staff members seem stressed
 Provide ongoing support and encouragement to staff as they undergo change
 Acknowledge the difficulties associated with the change and recognise their
achievements in dealing with it
 Adjust to workloads
Even if the perceived obstacles are not realistic, they are very real to the people concerned.
Obstacles must be overcome before staff will support a change in the same way that customers’
objections must be overcome before they will happily purchase products.

Developing change management project plan and obtaining approvals from

relevant authorities to confirm the change management process
In order to effectively implement a change into a business you will be served well to design a change
management plan. Below is an example of a change management plan that you could use to develop
your own.

Change Management Plan Template

Note: delete the prompts under each heading before submitting your plan.

Introduction

Provide background, link to strategic goals and other changes

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Project Sponsor

This person leads the change project and is accountable for ensuring the project and change plan are
implemented

Project Objectives

Detail what the project will achieve.

Change Objectives and Principles

Provide details of:

 What the change process will achieve [eg information sharing, engagement, input into
system changes];
 Principles that underpin the change plan [eg inclusiveness/consultation, timeliness]; and
 Ethical issues that need to be considered and how the change will plan will address
them.
Change Plan Elements

What are the main elements in the change plan? [eg people/culture, systems/technology,
documentation, positions/roles, process, skills] Each of these elements may require a particular
focus in the change plan.

Rationale for the Change

 List the drivers and constraints for change.

 What are the risks for the change process?
Key Stakeholder Analysis

 Identify the key stakeholders [consider staff, other work units in SCU, management,
unions, students and other clients] and:
 Analyse their response to the change [eg what will be their main concerns/fear, where is
there likely to be support for the change];
 Identify their needs in terms of change management and consider the style of
communication required [language style & level]; and
 Identify the preferred media for communicating or consulting with them about the
change [eg sessions involving dialogue about the changes, newsletters, briefings from
project team members, frequently asked questions].
 Identify approvals required to implement the change.
Assessment of Readiness to Change

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  Comment on the status of the change so far [eg is there a high level strategy in place
that stakeholders are already aware of and committed to that provides a framework for
the change].
 What elements might support the change [eg dissatisfaction with current processes; a
workplace culture that supports change and innovation].
 Is there strong senior support for the change?
Key Change Messages

 Identify about 6 key messages to convey about the change process, being upfront about
gains and losses. Consider:
o What will be gained/lost for the key stakeholder groups in the change process;
o The messages from the stakeholder perspective;
o What will be their main concerns; and
o Presenting changes in a positive light even whilst acknowledging loss.
Identify Change Elements

 Structures/Processes/Responsiblities/Resources/Timeframes/Performance Measures
 Consider the need for particular change support structures [eg a change team, super
users/specialists who are trained first and can support people in the workplace,
involvement of users/key stakeholders at various stages, change champions in the
workplace].
 Consider if there is a need for transitional arrangements to support and whether the
introduction of the change process needs to be staged.
 What will be the impact on workloads and how will these be managed?
Develop Change Plan

Develop a change plan including performance measures [how will you know the change plan is
effective?]. Ensure the plan is adequately resourced.

Actions Who When Performance Measures

Consolidation

 Ensure policies, procedures and performance measures reinforce the changes.

 Remove organisational barriers to the change.

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  Reinforce how changes have provided benefits.
Evaluation

 How will the change be evaluated in relation to the achievement of the planned
objectives?
 How will the change management processes be evaluated – consider summative as well
as final evaluations, how can you assess your change management strategies as you
implement them?
 How will the evaluation outcomes be circulated and promoted to stakeholders?
 How will evaluation outcomes be used in other organisational processes?
Once this change management plan has been created you will need to ensure the relevant
authorities are made aware and give approval for the changes.

Create and Use a Plan for Change Management: Theories, Strategies and Implementation3

As every successful project manager knows, the only thing certain in any project is change. If
you're in the field, you probably deal with changes every day. But, dealing with change and
managing change are two different things. Which begs the question, "Just what is change
management?" After all, if every project endures change, isn't project management, in effect,
change management?

Not really.

In fact, while project management theory follows a fairly defined set of steps (from Initiation
through Closing), there are actually several approaches to change management. This is actually a
little "off-putting" to many project managers who have been trained to follow a defined set of steps.
Fear not, you can measure your success by evaluating your own change management methodology
by developing some success factors. These success factors act as your mission statement as you
create your change control process and apply change management theory to your projects.

Change Strategies
Once you have your change management theory down, you can move on to employing change
management strategies at your company. To start, you'll want to make a list of questions and
answers that will help you build your own strategy.

As your custom strategies begin to take shape, part of building an effective change management
plan is successfully analyzing and accounting for risk. In fact, a good change control plan helps you
deal with the risks that always unfold with any project change.

Of course, in any change management model, communication should be placed in a high priority
position. And, not just any communication -- the key is implementing and adhering to effective
communication. You'll want to outline your best-case scenario for when, who and how often
communication should occur in order to be deemed "effective."

3
Source: Bright Hub, as at http://www.brighthubpm.com/change-management/29324-theories-strategies-
and-implementation-of-a-change-management-plan/, as on 18th August, 2015.

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Remember, you're building a plan that represents goals for your company.

Creating and Implementing the Plan

How do you get started? It's simple, really, if you tap into your pre-existing project management
skills. One of the first rules in project management is to learn from others that have already been
down the road you're about to travel. The same principle can be applied to creating your first change
plan.

Once you have your plan and process in place, it's important to continue to adhere to the rules.
Often, this can feel more challenging than the actual plan development.

Prepare for Change Resistance

Along with developing your change control plan, you will need to prepare yourself for change
resistance. Many teams enjoy the old standards of completing projects or processes and change
means they’ll have to do things differently.

Resistance won’t just come from internal stakeholders either—you need to prepare external
stakeholders and inform clients when new ideas or processes will become the norm.
Great project managers easily recognize the signs of resistance and can work with both internal and
external resources to aid them in understanding the need for the change.

Stick to the Plan

Managing change doesn't need to be "just another thing on your project management checklist."
Instead, use the change management methodology to guide how you deal with change in your
projects. Often, just having a set of rules by which you and all involved team members and
stakeholders can follow makes it easier for you to deal with the change that will inevitably crop up in
your projects. This way, you can focus more energy on planning and monitoring and less energy on
fighting fires.

Assigning resources to the project and agreeing on reporting protocols with

relevant managers
As part of initiating a workplace change, you must make sure the appropriate resources are in place,
in accordance with your implementation plan. If the change being implemented involves using new
or different materials or equipment (or using them differently), then you need to make sure staff are
properly trained.

This training should be incorporated into the implementation plan. If by chance it was overlooked in
the planning process, then you need to make an adjustment to the plan rather than attempting to
circumvent or ‘patch up’ the problem with a less than adequate solution.

Similarly, if new products or services are being introduced, staff must be trained in selling, product
knowledge, customer service and support. During the implementation phase, you need to be
satisfied that resources are used effectively.

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If change requires the acquisition of resources for a smooth implementation, then these need to be
arranged prior to the change project’s roll-out.

Resource implications may be so large that their acquisition becomes a project in its own right,
before the change project can be implemented at all.

Resources could include:

 Products such as different I.T. software or new/altered forms

 Services: such as altered use of contract employment
 Skills and knowledge: including staff abilities to use new equipment, tools or to have
different product knowledge
Time: such as allocating time for personnel to develop and implement the change into the business.

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Activity 2

Please Tick True False

Cost-benefit analysis involves comparing the costs and benefits of alternative

changes for your business

The benefits associated with costs are always tangible

Proposed changes should be carefully evaluated in terms of potential impact

on all aspects of the business

There are five steps in broadly identifying and managing risks

People’s resistance to change is perhaps the most common obstacle to change,

and arguably the most difficult to deal with

Effective organisational, communication and interpersonal skills are very

important for a team leader in managing resistance

As a manager, it is not your responsibility to be on the lookout for signs of

people ‘not coping’

In order to effectively implement a change into a business you will be served

well to design a change management plan

Staff do not need to be trained when change involves using new or different
materials

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Implementing Change Management Strategies

In consultation with relevant groups and individuals, develop communication

or education plan to promote the benefits of the change to the organisation
and to minimise loss and arranging and manage activities to deliver the
communication or education plans to relevant groups and individuals
Communicate recommendations
When providing stakeholders with information about the proposed change, you should try to
provide them with a ‘user-friendly’ package of information, rather than just loading them up with all
the details you can find and the entire implementation plan. Make sure you think carefully through:

The type of information each stakeholder might require:

 The most effective way to present the information to ‘reach’ your audience
 How to describe the ‘big picture’
 The level of detail each stakeholder needs in order to work out the implications of the
proposed changes for their area of responsibility
 The best way to structure and sequence the information to build a clear picture
Stakeholders who are involved in implementing the change need to be provided with detailed
information about how it relates to their area of responsibility, and sufficient time to consider and
evaluate the information and to discuss it with other people, if necessary.

Your discussion should include details such as:

 Who will be involved in implementing the change

 The role and responsibility of each individual involved
 Other resources required in implementing the change and associated costs
 A staged implementation process with:
o Specific outcomes to be achieved at each stage
o Feedback mechanisms to report on progress during each stage
o A process for monitoring and evaluating the change
 Timelines for the implementation process
 Contingency plans to address possible problems that have been identified in advance

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In addition to providing details of your objectives and the proposed change, you may find it helpful
to include the background information that informed your objectives in relation to the strategic
plans. Information about current business operations relevant to the proposed changes and a
comparison of current and proposed operations, outlining the advantages and disadvantages can be
very helpful.

Change research and planning is not useful if it cannot be clearly communicated to all of the
necessary stake-holders. This involves using appropriate communication skills to initially recommend
a change to higher levels of management, as well as implementing a change by communication with
relevant staff and other stake-holders.

Methods for recommendation

Recommendations for change need to follow the company’s protocol. This could range from:

Verbal:

 Informal Verbal: This includes: phone calls or relaxed face-to-face conversations with
the appropriate people/level of authority.
 Formal verbal: This includes presentations or formal meetings.
Written:

 Informal written: This includes: memos, email correspondence or short notes.

 Formal written: This includes: formal written reports or proposals.

Choosing the right method

The protocol used to recommend or seek permission for implementing changes may vary depending
on the significance of the change in regard to a number of factors including:

 Level of authority - For example: managers may have a task-related or financial cap to
their level of authority to devise and implementing changes
 Initial or on-going costs - For example: initial and also on-going training expenses
 Amount of upheaval - For example: merchandising changes that impact on sales, service
and safety levels during their implementation

Information to be communicated
The information and also the level and type of information need to be appropriate for the people to
whom it is aimed. This means that the same basic facts may have to be re-worked to suit different
audiences which could range from entry level staff members to company directors/owners and
customers.

Information for inclusion:

 Awareness of the initial problem or instigator for the change - People may not have a
clear understanding of why the change or the change proposal has been brought about.
This could include:

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 o Details about the current method/problem and its related impact on the
business
o Current/future trends that are expected to impact on the business
o Summary of SWOT analysis
o Consequences of ignoring the need to change
 Factual details about the change - This could include:
o Research undertaken/personnel collaboration etc
o Outline of the change process
o Financial considerations
o Perceived benefits and improvements for the business
 Management of the change process - This could include:
o A flow-chart to outline the process
o A matrix showing the personnel involved in the management of the change
project

Communication skills
Managers must use professional communication skills when developing and implementing a change
project. These are the same professional skills that managers use in other aspects of their business
dealings. They include:

 Body language:
o Open
o Positive
o Appropriate tone of voice, gestures and posture etc
o Supported by appropriate dress and grooming standards
 Verbal:
o Appropriate language
o Appropriate level of language & terminology/jargon
o Use of professional listening and observation skills
o Inclusion of empathy
 Written:
o Correct type of written communication for the target audience
o Correct spelling, grammar and punctuation
o Appropriate format and presentation for type of communication

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Never undervalue the importance and strength of good interpersonal connections when you embark
on implementation of a change in an organisational context. For the implementation process to run
smoothly, you need to:

 Have an effective communication process to initiate and follow up throughout the

implementation phase
 Ensure the availability and proper use of resources as required
 Monitor progress during implementation and make appropriate adjustments to address
problems or to enhance the change process
 Evaluate outcomes against expectations
The first step in implementing change in a workplace is to let people know precisely how it is
planned to implement the change. You have already started this process as part of your
consultations and negotiations with stakeholders. By now your implementation plan should have
been refined to incorporate feedback and deal with issues raised by stakeholders.

The communication process needs to:

 Provide people with a clear understanding of:

o The reason(s) for making change(s)
o The desired outcomes from the change(s)
o How the change will affect them in their work role
o What is expected of them in the implementation
(in line with the negotiated agreement)
o Timeframes attached to the implementation process
 Explain this information in a way that suits the needs of each ‘audience’:
o Using language they understand
o At a pace that allows for questioning and consolidation of information to
enhance understanding
o In a structure and sequence that builds on existing knowledge and supports
application in the workplace
 Be timely for the audience, in that they:
o Have sufficient time to process the information (and challenge or question it, if
necessary)
o Have the opportunity to promptly apply the information
 Be ongoing and/or repeated if necessary, to ensure the message gets through

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To be really effective, your communication strategy should be ongoing throughout the
implementation phase. It needs to:

 Inform and support people

 Encourage, inspire, recognise and reassure them
 Elicit feedback from participants
 Provide feedback on progress, issues and outcomes
Implementing a change needs to be considered as a project in its own right, regardless of the
content of the change.

A process will not roll-out smoothly if the manager is not in control of the change process or if
unplanned alterations are made while the change is being implemented. Especially in
large/complicated changes, it is important for there to be an aura of calm control so personnel do
not feel abandoned or threatened by the way in which the change is occurring.

A Gantt chart can be used to identify and then track time-lines to each part of the process.

 List the tasks along the vertical axis

 List the time frame along the horizontal axis
 Show planned time frames, and note where activities overlap
 Review the plan while it is in operation to see that the stages are being completed in the
correct sequence and on time
The following example shows a new induction process for staff members.

Gantt chart example: Staff induction program

Activity Monday Tuesday Wednesday Thursday Friday

AM PM AM PM AM PM AM PM AM PM
Induction
training
session

Store
familiarisat
ion

Rotation
through
departmen
ts

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 Activity Monday Tuesday Wednesday Thursday Friday
AM PM AM PM AM PM AM PM AM PM
Selection/a
llocation of
preferred
areas

Stock
induction
for chosen
departmen
t

Consulting with relevant groups and individuals for input into the change
process

Respond to feedback on recommendations

Seeking feedback is an important part of the evaluating the change. It enables you to identify
problems that have occurred or are likely to occur. Seeking feedback also strengthens the
relationship with the team as it communicates to them their needs are important to you.

Just as you encourage team members to listen to and take on board suggestions from their
colleagues, you as leader need to be prepared to receive feedback from individuals and the group
and to take action as appropriate.

This involves treating staff as professionals, respecting their opinions, genuinely thanking them for
their ideas and being honest about what areas you can and cannot negotiate in terms of their
suggestions.

The team may provide valuable information for example they may:

 Have a different perspective from you on the effectiveness of the change and be
able to offer advice
 Notice aspects that are missing or only partly completed
 Identify problems or potential problems
 Ask questions that you would not have considered
 Be opposed to or disagree with the outcomes or impact of the change
 Identify information or aspects that could be shared or used elsewhere
 Identify whether, or where, more work needs to be done
When you have collected this feedback you must ensure it is not ignored!

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  Some feedback is easy to take - Someone makes a valid suggestion that adds
value to the process.
 Some feedback isn’t as easy to take - Someone doesn’t like something you’ve
done and wants to let you know about it.
Regardless of what it is, you can respond to feedback in three easy steps.

 Step 1: Appreciate - First and foremost, appreciate it. Appreciate that they are
offering their thoughts and that they took the time to do so. Express this clearly
and in the simplest of terms. “Thank you. I appreciate your feedback and your
perspective.” Do you want people to provide you with feedback? Then thank
them for it.
 Step 2: Acknowledge - Take the time to review what they say and consider their
position and where they are coming from. Once you understand what they are
suggesting, say so. “I understand what you are saying.” “I can see what you
mean.” If you do not understand what they mean, ask them questions to find out
more, so that you can get the complete picture.
 Step 3: Consider - Finally, since you have expressed your appreciation and
acknowledged and understood their contribution, consider their suggestion or
feedback. See the value in what they are saying. Consider how it would impact
the change and how feasible it is. Don’t feel inclined to do it if you do not feel
that it is the right thing to do or that it would require an effort that you cannot
commit, at this time. There is nothing wrong with being honest with yourself and
the limitations of your time.
Consider the implications of the feedback for:

 The proposed change

 Other aspects of your business
 People – those who gave the feedback and others
Decide how to address the feedback by, for example:

 Reviewing your proposal

 Speaking individually to people who may need reassurance about the impact of
proposed change
 Seeking more feedback
 Trying to clarify the comment
Choose an appropriate means of communication to let people know how you have addressed the
feedback.

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Give an honest answer. This can be definitive or vague, depending on what your decision is.
“Unfortunately, this is not something that we would be able to do at this time. However, it is
something I will keep in mind for the future.” “After giving this some thought, unfortunately, I don’t
think that this is something that we would be able to do.” “That is an awesome idea and I am going
to look into it some more. I will get back to you when I have something to show.” Any of these would
be acceptable, depending on what the actual answer was.

Identifying and responding to barriers to the change according to risk

management plans
Communicate to evaluate implications for team
Formal negotiation may be required if, for example, the proposed change involves altering working
conditions, staffing levels, procedures covered by quality, regulatory or other agreed requirements,
or there is union involvement.

Negotiations can be conducted by teleconferencing, email or letters. However, in general face-to-

face meetings are more likely to be effective since they have the advantage of involving immediate
responses and include important non-verbal communication cues. The most appropriate type of
negotiation may depend on variables such as:

 The type and magnitude of change you plan to implement

 The number of stakeholders involved and their particular role in relation to the
proposed change
 The availability of stakeholders for face-to-face meetings
The aim of the negotiation process is to find a resolution to the issues so that implementation can
begin. If you approach a negotiation process with the idea of simply ‘getting your own way’, you are
likely to be disappointed. Negotiation does not necessarily mean the change will go smoothly, but it
gives you a better chance.

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Consider the impact of change in these areas:

 Working relationships - Good working relationships between staff are an important

ingredient in an effective work environment. If there is insufficient or inappropriate
communication during the planning and/or implementation of a change process, it can
severely impact individuals and their working relationships with others and their
willingness to take responsibility for and commit to the changes.
 Working conditions - Accessing a new market may increase the number of customers in
the store, greatly increase the pressure on staff and consequently make their working
conditions less attractive or even untenable. Work practices such as rostering and work
allocation, safety and security procedures may be adversely affected without careful
management.
 Quality of the service you provide - If you radically increase your product range, staff
may have difficulty delivering the level and quality of customer service your customers
have grown to expect. The business image and brand may suffer.
 Environmental impacts - Changes can impact on the in-store environment for
customers, for example, less room to move and reduced access to products. Also,
increasing sustainability and reducing environmental impact in all aspects of business
operations are increasingly important considerations when planning changes.
 Equipment and systems - Computers and point of sales equipment, as well as displays
often need to be upgraded and modified to support changes in retail businesses.
Business systems such as financial management, supplies and stock control, human
resources management, record keeping, administration and filing also need to be
assessed and modified so that they align with and support the proposed changes.

Communication
Whilst communicating this information, pay attention to anything that the other person says and
observe their body language. Do they appear confident? Are they worried or distracted? Are they
relaxed or impatient? Indicators such as these can help you to build up a useful picture of the other
person's needs and concerns.

Try to maintain a neutral tone and remain relaxed throughout. If, for example, the other person can
see that you are adopting a tough stance then they can very quickly toughen up and a stand-off may
develop before negotiations have even begun.

Other factors to consider include body language and the other person's opening response however,
the essential factors to remember are:

 Use an appropriate level of assertiveness to state your needs and the outcome you hope
for without arousing defensiveness
 Establish a win/win climate
 Be brief and to the point

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Maintain good relationships
Maintaining effective relationships during negotiation involves developing a situation where
everyone is encouraged to discuss their insights, interests and values.

Influential people are those who can influence others in a positive way. They may be part of the
management team and/or could be staff members who are well respected by others.

Obtaining the support of appropriate and influential people may assist the manager to implement a
change more efficiently and gain support for the change more effectively.

In any negotiation process, it is essential to maintain good working relationships. When dealing with
emotional issues, which may arise during negotiation in a workplace, remember:

 Keep your cool - It is not professional to lose your temper or become emotional and is
unlikely to achieve anything positive.
 Be logical and practical - Focus on outcomes and implications and avoid making
judgments.
 Show respect for others - Listen to and acknowledge opinions that are different from
yours. Explain your reasons for differing and assess whether compromise is appropriate.
 Industrial relations issues - Human resources and industrial issues may arise as a direct
result of the change being proposed or being implemented.
 Dealing with industrial relations issues - While you may not be expected to deal with all
of human resources and industrial matters on your own, you may at times be required
to:
o Identify the impact of the change on different staff groups.
o Consider and advise a higher authority when the change might require staff
retraining and/or redeployment, the relocation of staff, or a change to the mix
of staff used.
o Identify and resolve issues within the workgroup associated with the change and
its associated processes.
o Use appropriate consultation and communication processes that address these
issues. This could include unions or other stakeholders to make the appropriate
Consultative Groups aware of the proposed change.
o Monitor the effects of the change on the workgroup. It is particularly important
that you are aware of your authority in regard to dealing with industrial relations
matters. If you are in doubt, seek the advice of your supervisor.

Assessing implications of change

You may not be the best person to assess all implications of a proposed change on certain aspects of
your business’s operations.

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People ‘on the frontline’ are likely to have accurate information and useful ideas about the
implications of making a proposed change, especially in relation to their own reactions to the
change.

If you want your change to succeed, you need to really listen to the ideas and opinions of others and
act on them appropriately. This does not always mean doing as they suggest, of course. The value of
collaboration includes:

 Accessing a range of ideas, some of which may be beyond your immediate reach
 Involving relevant people in planning and decision making about change so you enrich
the process and the decisions that result from it
 Breaking down interpersonal barriers that can result when communication is lacking or
poorly executed
 Inspiring staff to be committed to and responsible for a successful change process
Some impacts can be measured, quantified or at least estimated. Others are really a matter for
conjecture. The important thing is to go through the process of considering these impacts based on
the best information available at the time.

The table below has been used to survey the potential impact of change—both negative and positive
of a large department store expanding the depth and breadth of its electrical home appliance range.
Some impacts have both negative and positive impacts. For example, the increased amount of
overtime required might be welcomed by some staff members who want an opportunity to earn
more, while others find it inconvenient and a disruption to family life.

Change: Refurbishment of department and expanded depth and breadth of electrical home
appliance range in large department store.

Area of impact Impact of proposed change

Working conditions
 There will be pressure on staff to quickly up skill and
expand product knowledge. Excitement about the
new products.
 Influx of new customers to see the refurbishment
and new range means that conditions will be
crowded and hectic.
 Lots of overtime offered to assist with the changes to
department.
Quality of the service you
 In the short term, quality of service will be worse
provide because of disruption caused by refurbishment.
 There will be confusion among consumers who were
familiar with old layout.

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  Expanded depth and breadth of range is more likely
to satisfy consumers.
Environmental impacts
 Complete refurbishment and expansion of
department to accommodate larger range and better
accommodate traffic flow.
 Significantly more packaging will be generated and
more rubbish generated. Environmentally friendly
products used in refurbishment.
Working relationships
 Throughout the refurbishment relationships between
staff will sometimes be tense because of the
disruptions.
 Some staff will be unclear about what is expected of
them in the altered situation and slow to adapt and
learn.
Individual reactions to
 There will be resentment at disruption and having to
change deal with so many new products.
 Many will be stimulated and excited by the
completed refurbishment and expanded range of
products.

Communication in negotiation
Effective communication is an essential part of all stages of the change process in an organisation. It
is the key to encouraging stakeholders to understand and participate in change and to overcome
their resistance to change. The nature of the change and the objectives need to be communicated to
the stakeholders with the expectation that they will commit and take responsibility for their role in
the implementation.

The communication process involves:

 Knowing whom you need to consult

 Being clear about your objectives
 Being ready to communicate your ideas clearly
 Choosing the right medium of communication

Know whom to consult

The first step is to identify who needs to be included in your communication process. When you
identify these stakeholders, include key people who:

 Need to authorise the change

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  Will be involved in implementing the change
 Need to know about the change but will not necessarily be involved in it
 May be impacted by the change

Be clear about your objectives

Before you start this process, you should sort out what you want to achieve from this process of
communication. You may have different objectives in relation to different groups of stakeholders.
For example:

 If you need authorisation from senior management to go ahead with the change
process, then your objectives in communicating with senior managers should include
achieving that authorisation
 If the success of your change depends on achieving commitment to its implementation
by certain stakeholders, then one objective is to achieve that commitment
 If you are dependent on having the proposal communicated to third parties, then one
objective must be to ensure your stakeholders are clear about your proposal and able to
communicate it

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Be ready to communicate your proposal clearly
To avoid confusing your audience, make sure you are properly prepared for this communication. By
the time you are ready to talk to people about your proposal for change in the workplace, you have
been through quite a detailed process of collecting and analysing information, coming up with ideas
to resolve an issue, and refining your ideas on the basis of feedback already received. You need to be
able to take your ‘audience’ through a similar process in a very short space of time, without
presenting irrelevant or confusing information, but also without leaving out information they really
need.

Here are some suggestions for preparing to do this:

 Outline the broad objective you are hoping to achieve. For example: I believe we can
increase our monthly sales figures by 5% over a six-month period.
 Briefly summarise the information you have obtained about store operations. For
example: In general, our operations are tight and effective. But I have noticed that since
the GST was introduced there have been a number of errors in the paperwork and a lot
of time has been spent in correcting those errors.
 Outline the proposed change. For example: I believe we can change that by making a
few small changes to the way we record sales information.
 Let them know you are open to feedback. For example: I have already spoken to a
number of people about this idea to try to assess the implications of making this sort of
change. Now I’m looking to you for feedback, so we can make sure the process of
change gives us the best outcome for everyone.
 Explain what you are asking them to do. For example: What I would like you to do is to
think about this proposal and to talk about it with your colleagues. I want to know how
you feel about this, whether you think it will work and what difference it will make to
you in the workplace.
 Outline the next step and any time constraints. For example: We need to move quickly
on this so, if we decide to make this change, we have ample time to put everything in
place before the next reporting period. So I would like to hear back from you one week
from today. How would it be for each section to have a staff meeting during the week
and each manager report the outcomes of that meeting to me by close of business a
week today?
Before you start the negotiation process, appoint someone to keep a full and accurate record of the
negotiation. All parties present should agree that the record is accurate. Once agreement is reached,
the people who are affected by this agreement must be informed. The negotiation process should
include an agreement on how this information will be communicated to those people.

When selecting an appropriate method of communication. You need to use a range of

communication methods to suit your different stakeholders and objectives, and in accordance with
your particular workplace needs.

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Compromise in line with business policy
Compromise involves narrowing the gap between the two initial positions. Compromise may be
necessary to achieve agreement. It may be that your proposed changes have certain sticking points.
In order to achieve your objectives, you may find it necessary to compromise on your proposed
plans. If compromise is necessary:

 Be guided by your original objectives, store policy and information you collected to
underpin the change
 Participate in a ‘give and take’ process until you reach a way forward that is mutually
acceptable
 You may find it useful to have already formulated a ‘fall back’ position that represents
the types of compromise you are prepared to accommodate
Stick with the process until you reach agreement. At the conclusion of a negotiation, all parties need
to enter into an agreement. This may involve:

 Acceptance of (or revisions to) the implementation plan

 A written agreement to implement the plan
 The agreement to be signed by parties to the negotiation

Guidelines - what to do
 Be willing to make small concessions - Identify what is important to the business and
focus on achieving gains from the other person on these issues. By making small
concessions on a number of minor points a spirit of cooperation can be fostered.
 Anticipate objections and use this information to diffuse resistance - By anticipating
reservations you can address them and explain your point of view before the other
person can raise them as a contentious issue. The one caution here is that you must be
careful not to raise points that they may not have thought of. Before you attempt to
counter the other person’s argument it is important that you understand their position
(eg by listening carefully to what they are saying).
 Don’t talk too much yourself - When you do all the talking, you reduce your ability to
read signals coming from the other person. Wherever you can, ask the other person to
justify their position on an item by item basis and make sure that you understand their
reasoning clearly.
 If you say ‘no’ explain why - Don’t just say no if the other person wants something that
you cannot give. Where possible, try to offer an alternative package.
 Dealing with deadlock - It is not uncommon in negotiations for a stalemate (deadlock) to
arise. This is a situation where the two sides just cannot see eye to eye and progress is
not being made. When this occurs remain calm and patient. Step back from the heat of
the negotiation. Try to identify what has led to the current deadlock. Suggest taking a
break. Tension and fatigue are often the underlying causes of deadlock situations. In
deadlock situations the natural assumption is that the other person is at fault. Often the
best way to analyse the situation is to put yourself in their shoes.

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  When the other person is unreasonable - If the other person is in a strong position they
may feel as though they can force you to meet unreasonable demands and
requirements. You should always give the other person the benefit of the doubt but
when it becomes clear that they are not interested in a fair compromise or concession
then taking time out from the discussion may be the best option.
 When negotiations reach an impasse - When you feel as though both sides have
thoroughly researched all of the possibilities but you still can’t reach an agreement then
taking time out enables both parties to go away and re-evaluate their positions. It is
likely one or both parties will probably return with some new ideas.
 When you have achieved your objectives - If you have achieved what you originally
wanted from the negotiation then don’t make the mistake of continuing to negotiate.
Close the conversation.
 Timing your request - When the bargaining phase nears an end and you have talked
through virtually all possible permutations and options it’s time to make your closing
statement. For example, ‘Are you prepared to trial the change proposed?’

Convey non-acceptance to proposals positively

In addressing the outcomes of the consultation process, you may need to:

 Rethink some aspects of your proposal and refine details of your proposed change(s)
based on feedback received
 Follow through with another round of consultation
 Address other issues raised during the consultation process
 Communicate the outcomes of consultation to specific stakeholders (such as those
authorising the change)
You may even need to throw out your proposal and start again!

Whatever action(s) you take, now that you have started to include others in the process, you need
to keep them involved. This is especially important if people have made comments or given you
feedback about some aspects of your proposal.

They need to feel assured that they have been heard and that their suggestions are being taken
seriously. Sometimes you may have good reason for deciding not to take up certain suggestions. If
this is the case, it is wise to make known your reasons to those people who made the suggestions.
When you fail to take up the suggestions, it may look as if they are being ignored and people may
resent this.

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Activating strategies for embedding the change
Encourage people to participate in change
During the change process, it is important to give staff recognition, encouragement and feedback
about progress if they are to continue to commit and take responsibility for their contribution to
achieving the desired outcomes. Their efforts may be recognised through formal means or just a
simple ‘Thank you’ and they should be encouraged to continue. Many companies implement formal
systems for motivating, recognising and rewarding staff achievement such as:

 Employee recognition & reward programs

 Sales incentive programs
 Employee motivation programs
 Length of service or milestone programs

Your role
Observe and listen to people involved in the change process. Anticipation of change and actually
experiencing change can be very different. People may, for example:

 Express fear of change before it happens, then be pleasantly surprised

 Put on a ‘brave face’ to mask their real fear or actual experience of change
 Act as if nothing has changed
 Magnify the effect of the change – perhaps to ‘draw attention’ or for ‘a good story’
Ask for feedback from those involved in the change process so that you are better able to guide the
change in the direction agreed. You may conduct a paper based survey of staff attitudes, encourage
email correspondence or simply speak to staff informally to gauge their responses. It is important to
know:

 Whether the change is having the desired effect

 Whether there are unanticipated outcomes from and/or obstacles to the change
 Whether people are resisting, ignoring or embracing the change

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Actioning interventions and activities set out in project plan according to
project timetable

We have previously discussed the development of your change management plan. Now is the time
to ensure you activate each activity as outlined in your plan? You should ensure each activity is
commenced on time and by the correct person in order to roll out the change as planned.

Conducting regular evaluation and review, and modifying project plan where
appropriate to achieve change program objectives
Monitor operational changes
It would be a mistake to simply expect the implementation of change to proceed smoothly. By
including regular monitoring in your implementation, you will be able to adjust the change process
appropriately to ensure you achieve objectives. According to the change you are implementing and
the type of retail business you are in, you should plan:

 Precisely what to monitor

 How it will be monitored
 Who will carry out the monitoring
 How frequently the various aspects of the change process will be monitored
 How to report on the outcomes of the monitoring process, and to who these reports are
to be directed
Those monitoring the process should be provided with clear guidelines about what they are
expected to do, and criteria against which they should evaluate the implementation process. The
outcomes of the monitoring process may include:

 Progress reports showing how well the implementation is proceeding against timelines
in the implementation plan
 Identification of problems in the implementation process
 Observations and/or ideas about ways to improve the implementation process
For the monitoring process to work effectively, it is important for everybody involved to understand
that:

 While they are being ‘put under a microscope’, they are not being assessed – the change
is being assessed

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  You appreciate and value their input to this monitoring and evaluation process. As well
as informal encouragement, this may also involve implementing any formal systems for
motivating, recognising and rewarding staff achievement

Monitoring tools
There are a number of tools that you can use to monitor change and improvements as they occur.

 Existing record keeping devices or systems used within the organisation can be used
either in their present form or adapted to monitor the change process.
 Where the change is one that can be monitored by simply recording something, a slight
alteration of existing records or the introduction of a new record is sufficient.
 Where computer records are kept, then alteration to the software’s operation can often
make the monitoring system operate within the existing reporting structure.
 ‘One on one’ or ‘face to face’ meetings with staff, team meetings and workshops can
also provide change agents, managers, and other staff with first hand information on the
nature of the change and the extent of any resistance, and the effect of the change and
resistance.
 Customer surveys gauge the reaction or opinion of customers where that is an issue in
the change.
 Surveys of suppliers or dealers similarly highlight the reaction of this group of
stakeholders.

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  Where the change is a charismatic lead change of a cultural nature then it is important
that you monitor any changes in how people feel—both employees and stakeholders.
Staff turnover figures can measure this kind of reaction to change; monitoring sick leave
or workers compensation claims may help you to assess the more cultural and
confronting change programs.
 Focus groups can provide feedback on a number of change processes and are
particularly useful where the change affects stakeholders. Where the change is to the
product itself then focus groups made up of customers and users provides firsthand
knowledge of the effects of the change. It also allows the organisation to question the
focus group members on suggested changes to the process or result.
 Another useful tool is the creation of client/customer advisory groups, which can be
used on a continuing basis to keep the organisation advised of the ongoing nature of the
change strategy.
The monitoring and measuring methods used will depend on the change and what is being
monitored. More than one method can be used to gain feedback or a response from different
perspectives.

In measuring the success or effectiveness of change, take a baseline measure before and after the
introduction of the change. This is a highly effective monitoring mechanism to use.

What is being monitored Suitable method to use

Staff morale - observation
- talking to people
- monitoring work performance
- monitoring absenteeism
- monitoring staff turnover
- employee surveys (before & after)
Outcomes and improvements in performance - baseline measure (before & after)
- benchmarking
- other work units
- financial and other reports
- usage reports and figures
Feedback and reactions from stakeholders - observation
- focus groups (direct feedback)
- questionnaires
- feedback sheets
- formal delegation processes
People's understanding of the change - time it takes to complete tasks
- level of errors
- record of questions asked
People's acceptance of the change - usage reports
- number of repeat clients
- level of complaints
- compliance with new procedures

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Evaluate outcomes of change
The final step in the process of implementing a change in an organisation is to determine whether
the change has indeed lived up to expectations. Did the change result in the desired outcomes? Has
the change achieved your objectives?

In order to evaluate this, you need to refer back to your initial objectives. If your objectives were
SMART, then your evaluation process should be straight forward.

Specific

Measurable

Achievable

Realistic

Time-framed

When you reach the stage of evaluating the outcomes of a change process, you can see how
important it is to have clear, measurable, time-framed objectives from the start. The most effective
way to evaluate your change process is to compare the actual outcomes against the criteria for
achieving objectives and desired outcomes.

Cole (2001) outlines characteristics of successful and unsuccessful changes:

 Characteristics of successful change initiatives

 Clear and measurable objectives and outcomes
 Realistic and limited in scope
 Constant, honest and clear communication with change leaders
 Appropriate strategies used to introduce and manage the change
 Good timing – fast enough to give a sense of progress yet not exceeding people’s
abilities to absorb or control it
 Participation
 Support from key power groups
 Use made of existing power structure
 Majority support
 Competent staff support

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  Integration of changes with the rest of the system and formal/informal rewards
structure
 Adequate rewards for those adopting the change
 Maintained momentum
 Visible successes through the organization
 Continuing modification and adaptation in the light of experience
Characteristics of unsuccessful change initiatives

 Fuzzy, idealistic or grandiose objectives

 Unrealistic and restricted in scope
 Inadequate information, insufficient warning or involvement
 Unclear details in implementation plans so people don’t know precisely how to make
the desired changes happen
 Inappropriate strategies e.g. pre-packaged programs, inadequate resources
 Poor timing e.g. too quick, and people can feel out of control; too slow, and cynicism
and disillusionment can result
 Authoritarian direction pushing people into changes they don’t understand, feel ready
for or are not committed to
 Lack of support from critical power groups
 Lack of management support e.g. only a few senior managers understand the change
and the reasons for it
 People find it hard to give up the old ways or fall back into them, because
 there is no incentive for them to move forward
 Ignoring or glossing over resistance
 Insufficient staff support or other resources available
 Change not integrated in day-to-day operations and the system as a whole
 People perceive that the change imposes additional work without removing any work

Modify implementation process to resolve problems

Change means that you will be dealing with something new, or altered or that you will lose
something you were familiar with, such as a system or procedure that you knew backwards.

As a result, you and your team will have to deal with issues and effects arising from that change in
the most appropriate way.

Identify any issues requiring further action, and deal with them.

The sorts of things you can be alerted to are:

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  Things that have gone wrong or not exactly to plan
 Unexpected results
 Job role confusion
 Ongoing complaints from staff
 Repercussions, such as an impact on another work area or clients
 Budget shortfalls
 Time delays
It is important that you deal with issues as soon as possible after you become aware of them. You
can be fairly sure that otherwise, they won’t go away.

One of your best sources of information for this is the team involved in implementing the change(s).
They should be encouraged to share their knowledge, experience and ideas. You can do this by:

 Actively seeking feedback from ‘the frontline’

 Recognising their contributions
 Keeping them informed about progress
 Letting them know what is being done to address their concerns or ideas and if nothing
changes, explain why
If you decide to alter the implementation plan or to adjust the change to store operations, you need
to step into your conductor’s shoes and make sure this is properly orchestrated. Make sure everyone
is informed of and understands:

 How plans have changed

 Why the change is being made
 How it affects them

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Activity 3

When implementing a change management strategy, there are seven things you need to ensure
you do. List them in the table below, then give a brief description of what they involve.

Task Brief description

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 Activity 3

References and Further Reading

 Cole, K. (2001) Supervision, The Theory and Practice of First-Line Management, 2nd Edition,
Prentice Hall, Australia (Chapter 12)
 www.strategy-business.com/resiliencereport - provides articles on a business complexity
and strategy-based transformation – go to ‘10 Principles of Change management’ or use the
search function to locate this page.
 www.oit.nsw.gov.au - this government website has extensive information on change – use
the search function to locate the Change Management Guidelines, the State Transit
Authority Corporate Services case study and the Police Complaints Case Management
(PCCM) Program case study.
 www.sai-global.com - a general interest site to support the importance of change and
evidence spread throughout industry; it provides a more global view of its importance – use
the search function to find information on Managing Change with the Australian Business
Excellence Framework.
 http://hbswk.hbs.edu– use the search function to locate Radical Change Entrepreneurial
Opportunity - an interesting interview with an academic writer on radical change.
 www.nickols.us - provides articles on change. Go to Articles, and in particular, under
Organisation Development go to ‘Transition Management: Tips for Managers in Times of
Change’.

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Business, Accounting and Finance UNIT ELEMENTS

BSBINN601 Lead and manage organisational

Identify change
change requirements and
opportunities

Develop change
management strategy

Implement change
management strategy

TOPIC 1 – IDENTIFY CHANGE TYPES OF CHANGE

REQUIREMENTS AND OPPORTUNITIES
• change can be incremental or discontinuous
• Change in any business is similar to the change • incremental change results from tinkering or
seen by us all in our everyday lives fine-tuning ongoing operations
• We see changes in the way local councils determine the • discontinuous change is a complete break with
look of our local environments, by the way the traffic in our the past and a major reconstruction of the
cities is controlled and regulated, and by how we watch organizations work
television and movies • discontinuous change is far more difficult and
• Change is occurring in the business environment at can “shock the system”
a faster pace than ever previously recorded • people have to unlearn old approaches

• strategic change refers to those choices made • grass-roots changes on the other hand are
by executives, managers, consultants, and those take place at the local street level and
others who may be involved in planning involve middle level and supervisory level
activities leading to changes that are both managers as well as workers in the front
broad range and long-term line of the organization
• strategic changes are often developed in the
course of the strategic planning process that • to be truly effective organizational change
considers the mission, vision, and values of the must be both strategic and grass-roots
organization and those forces acting upon the based
organization
• Identify strategic change needs through an analysis
• Identify opportunities/problems
of organisational objectives and trends and Review 1
existing policies and practices against strategic
• Gather data about the opportunities or problems
objectives to identify change requirements 2

• In order to affect continuous improvement and to • Generate ideas, alternative solutions

3
respond to changes in the environment, businesses
have to constantly change many aspects of their 4
• Select a preferred course of action

operations
• Implement the change/improvement/innovation
• Successful management of change requires a structured 5
approach to enable the transition from the current state to a
desired future state • Monitor and evaluate the improvement
6
• Identification of change opportunities process:

• Why change?
• Identification of change opportunities process • Any time there is a need to change, to meet a challenge
• At times, change management does not provide – there is a need to be inventive

a win-win benefit to all stake-holders • When going down the current path is not going
to allow a product, process or service maintain its
• In these cases, managers must make the best of the
situation so they can research, plan and implement the current standing; there seems little value
change efficiently and with empathy travelling down that path
• Opportunities for change in a business environment • Some of those reasons for change include:
normally impact on the sales and service
• Advancing technology
components of the business since all other parts of
the operation eventually focus on selling and on • A changing environment
customers

• Gather and analyse your information • Identifying reliable sources

• Data is an accumulation of specific facts which can be • Data needs to be reliable in order for it to be useful
gathered, tallied and transmitted • Before accepting and analysing any data, managers need to
identify if it meets their criteria for reliability and usefulness
• This data is not necessarily useful until it is seen in
perspective… perhaps in relation to the total number of • This criterion can include:
customers who purchased at that business annually • Currency of the details
• Businesses need to initially gather data from which • Expertise of researcher/author/publisher on this subject
to produce meaningful information and knowledge matter
• Bias encompassed in the data and its explanations
• Relevance of the data
• Extent/depth of the content
• Using historic performance to identify opportunities • Identify opportunities for growth
• When options for changing in an organisation are • Managers need to look both internally within their
being considered, management will usually examine business and externally into the business and general
previous attempts at change to identify information environment
that may assist with the identification a range of
• Opportunities for improvement change and growth could
opportunities for improvement and change include:
• Past experiences with change are major determinants • Personnel requirements
of staff attitudes towards change • Employment/work practices
• In many cases the historical performance may just • Technological innovations
provide statistical information and not necessarily
• Work methods and patterns
include the information as to how or why the change
was successful or unsuccessful • Cost factors

FORCES FOR CHANGE

• Depending on your role, and the level of responsibility
of the staff involved, there are a number of strategies
External Forces Internal Forces you can adopt to encourage the suggestions of the
Competition Laws and Strategy modifications people you work with
regulations
• Hands-on approach
New technologies New equipment
• Formal consultation
Labor market shifts New processes
• Tools and processes
Business cycles Workforce composition
Social change Job restructuring
Compensation and
benefits
Labor surpluses and
shortages
Employee attitude

• Identify major operational change requirements • Evaluation criteria

due to performance gaps, business opportunities or • You need to define criteria that will specify the level of
threats, or management decisions performance you are expecting for each area of
• Before implementing a change to your business, you need
operations
to be satisfied that a change is warranted and that the
• These criteria should be based on your businesses current
particular change you are considering is the most
operational policies and procedures and they should
appropriate way to achieve the desired outcome
reflect the business’s strategic SMART objectives
• By monitoring operations over a period of time, you can:
• The criteria you develop will be applied to evaluate
• Identify potential obstacles to the proposed change
the performance of the business in the aspect you
• Evaluate a range of possible options have chosen to review
• Analyse information about business operations
• Identifying and analysing information about business • Review and prioritise change requirements or
operations can greatly assist in successful planning for opportunities with relevant managers and
change consult specialists and experts to assist in the
• Information can be accessed from a variety of sources and identification of major change requirements
it should be: and opportunities
• Relevant
• Reliable
• Current

• When evaluating change it is crucial that the information

• Compare current and proposed operations
used is:
• Accurate • Change for the sake of change is not advantageous to
• Complete any business
• Substantiated • There must be a defined advantage for the business to
• Impartial change from an existing method or system to implement
• Relevant something else
• This could include information related to:
• Merchandise
• Service
• Operating systems

• Identify the advantages and the disadvantages • Reporting to appropriate personnel

• All ideas as well as the current system need to be • In your role as a manager, there will be many situations
analysed in relation to their advantages and where you need to consult with other individuals and
disadvantages groups in order to successfully implement your
• This may take the form of a SWOT analysis – strengths,
changes
weaknesses, opportunities and threats
• These individuals or groups may be either:
• This exercise encourages a structured thought
• Internal
process to identify and list a range of relevant points
• External
 • Undertake cost-benefit analysis for high priority
change requirements and opportunities
TOPIC 2 - DEVELOP CHANGE • Cost-benefit analysis involves comparing the costs and
MANAGEMENT STRATEGY benefits of alternative changes for your business
• It involves determining what the alternative changes are and
then identifying what the costs of each alternative would be
• Your business has limited resources so it's important to
make the best choice from the available options

• Undertake risk analysis, identify barriers to change, and

• Identify and develop plans to manage risks or threats
agree and record mitigation strategies
• It is important to consider any likely risks or issues that
• The implications of a change can be positive and also
negative may impact on the approval and effective implementation
• For change to be worthwhile, it is necessary to ensure that the of the change
business either: • For example, these may be related to the level of support, time,
• Progresses to a more advantageous position resources and capacity needed to successfully achieve the
• Suffers the least amount of negative results, if a change change
must be implemented • At this stage, you would only need to broadly consider
• Proposed changes should also be carefully evaluated in terms of risks and some possible management strategies
potential impact on all aspects of the business

• Using previous evaluations • Identify and address obstacles to change

• If you are planning a change, it is useful to look for • There are almost inevitably obstacles to change
historical indicators in your own and other businesses, • Even a change with the most apparently obvious benefits
which are relevant to the proposed change for all concerned is likely to be tripped up at some point
• Managing these circumstances is, of course, part of
• When considering a previous change a manager can use
managing contingencies that can affect a business
their knowledge and experience of the business as well as
researching relevant planning documents asking
appropriate people within the business
 A NINE-STEP PROCESS FOR • Recognise resistance
LEADING ORGANIZATIONAL CHANGE
• When people resist change, their resistance is likely to
be underpinned by fear
1. Create a Sense of 6. Generate Short-Term
Urgency • Resistance can be expressed openly as disagreement,
Wins
complaints or even refusal to participate
2. Decide What to Change 7. Consolidate Gains and • Sometimes resistance is not even conscious and is
3. Create a Guiding Produce More Change expressed as illness or through various stress
Coalition and Mobilize
Commitment 8. Anchor the New Ways symptoms such as apparently unrelated emotional
of Doing Things in the outbursts
4. Develop and
Communicate a Shared Company Culture
Vision 9. Monitor Progress and
5. Empower Employees to Adjust the Vision as
Make the Change Required

WHY PEOPLE RESIST CHANGE HOW IMMUNE IS THE PERSON TO CHANGE?

DEALING WITH CHANGE BARRIERS TO EMPOWERMENT

• Manage resistance • Develop change management project plan and
obtain approvals from relevant authorities to
• Effective organisational, communication and
confirm the change management process
interpersonal skills are very important for a team
leader in managing resistance • In order to effectively implement a change into a
• It is better to openly acknowledge how the status quo is business you will be served well to design a change
likely to change, rather than ignore it, pretend it won’t management plan
happen or minimise its importance to staff • Once this change management plan has been created you
• Resistance to change is inevitable, so as a team will need to ensure the relevant authorities are made aware
leader you need to expect it, recognise it, manage it and give approval for the changes
and avoid taking it personally

• Assign resources to the project and agree reporting

protocols with relevant managers
• As part of initiating a workplace change, you must make TOPIC 3 - IMPLEMENT CHANGE
sure the appropriate resources are in place, in MANAGEMENT STRATEGY
accordance with your implementation plan
• During the implementation phase, you need to be satisfied
that resources are used effectively
• If change requires the acquisition of resources for a
smooth implementation, then these need to be
arranged prior to the change project’s roll-out

• In consultation with relevant groups and individuals, • Methods for recommendation

develop communication or education plan to promote
• Recommendations for change need to follow the
the benefits of the change to the organisation and to
company’s protocol
minimise loss and arrange and manage activities to
• This could range from:
deliver the communication or education plans to
• Verbal
relevant groups and individuals • Written
• When providing stakeholders with information about the • The protocol used to recommend or seek permission for
proposed change, you should try to provide them with a implementing changes may vary depending on the
‘user-friendly’ package of information significance of the change in regard to a number of factors
• In addition to providing details of your objectives and the
proposed change, you may find it helpful to include the
background information that informed your objectives in
relation to the strategic plans
• Information to be communicated • Consult with relevant groups and individuals for
• The information and also the level and type of input into the change process
information need to be appropriate for the people to • Seeking feedback is an important part of the evaluating
whom it is aimed the change
• Information for inclusion: • Just as you encourage team members to listen to and take
• Awareness of the initial problem or instigator for the on board suggestions from their colleagues, you as leader
change need to be prepared to receive feedback from individuals
• Factual details about the change and the group and to take action as appropriate
• Management of the change process • Choose an appropriate means of communication to
let people know how you have addressed the
feedback

• Identify and respond to barriers to the change

• Maintain good relationships
according to risk management plans
• Maintaining effective relationships during negotiation
• Formal negotiation may be required if, for example, the
involves developing a situation where everyone is
proposed change involves altering working conditions,
staffing levels, procedures covered by quality, encouraged to discuss their insights, interests and values
regulatory or other agreed requirements, or there is • Influential people are those who can influence others in a
union involvement positive way
• Obtaining the support of appropriate and influential
• Negotiations can be conducted by teleconferencing, email
people may assist the manager to implement a
or letters
change more efficiently and gain support for the
• The aim of the negotiation process is to find a resolution
change more effectively
to the issues so that implementation can begin

• Assessing implications of change • Communication in negotiation

• You may not be the best person to assess all • Effective communication is an essential part of all
implications of a proposed change on certain aspects of stages of the change process in an organisation
• It is the key to encouraging stakeholders to understand
your business’s operations
and participate in change and to overcome their resistance
• If you want your change to succeed, you need to really
to change
listen to the ideas and opinions of others and act on them
• The communication process involves:
appropriately
• Knowing whom you need to consult
• Some impacts can be measured, quantified or at
least estimated. Others are really a matter for • Being clear about your objectives
conjecture • Being ready to communicate your ideas clearly
• Choosing the right medium of communication
 • Compromise in line with business policy • Convey non-acceptance to proposals positively
• Compromise involves narrowing the gap between the • In addressing the outcomes of the consultation process,
two initial positions you may need to:
• Compromise may be necessary to achieve agreement • Rethink some aspects of your proposal

• In order to achieve your objectives, you may find it • Follow through with another round of consultation

necessary to compromise on your proposed plans • Address other issues raised during the consultation process

• At the conclusion of a negotiation, all parties need to • Communicate the outcomes of consultation to specific
enter into an agreement stakeholders
• You may even need to throw out your proposal and start again

• Activate strategies for embedding the change • Action interventions and activities set out in project
• During the change process, it is important to give staff plan according to project timetable
recognition, encouragement and feedback about • We have previously discussed the development of your
progress if they are to continue to commit and take change management plan
responsibility for their contribution to achieving the • Now is the time to ensure you activate each activity as
desired outcomes outlined in your plan
• Their efforts may be recognised through formal means or just a • You should ensure each activity is commenced on
simple ‘Thank you’ and they should be encouraged to continue time and by the correct person in order to roll out
the change as planned

ORGANISATIONAL DEVELOPMENT OD INTERVENTIONS

• Human Process Interventions

– Aimed at enabling employees to develop a better
• Organisational Development (OD) understanding of their own and others’ behaviors for
– An approach to organizational change in which the purpose of improving that behavior such that the
the employees themselves formulate the change organization benefits.
that’s required and implement it, usually with • Sensitivity Training (Laboratory or T-groups)
the aid of a trained – Purpose is to increase participants’ insight into their
consultant. own behavior and that of others by encouraging an
open expression of feelings in a trainer-guided
group.
 • Team Building
– The process of improving the
effectiveness of a team through action
research or other techniques.
• Survey Research
– The process of collecting data from
attitude surveys filled out by employees of
an organization, then feeding the data
back to workgroups to provide a basis for
problem analysis and action planning.

• Conduct regular evaluation and review, and modify

project plan where appropriate to achieve change • Monitoring tools
program objectives • There are a number of tools that you can use to monitor
• It would be a mistake to simply expect the implementation change and improvements as they occur
of change to proceed smoothly • The monitoring and measuring methods used will depend
on the change and what is being monitored
• By including regular monitoring in your implementation, you
will be able to adjust the change process appropriately to • More than one method can be used to gain feedback or a
ensure you achieve objectives response from different perspectives
• Those monitoring the process should be provided with
clear guidelines about what they are expected to do, and
criteria against which they should evaluate the
implementation process

• Evaluate outcomes of change • Modify implementation process to resolve problems

• The final step in the process of implementing a change • Change means that you will be dealing with something
in an organisation is to determine whether the change new, or altered or that you will lose something you were
has indeed lived up to expectations familiar with, such as a system or procedure that you knew
• In order to evaluate this, you need to refer back to your backwards
initial objectives • As a result, you and your team will have to deal with issues and
• When you reach the stage of evaluating the effects arising from that change in the most appropriate way
outcomes of a change process, you can see how • Identify any issues requiring further action, and deal with
important it is to have clear, measurable, time- them
framed objectives from the start
Any Questions?
Student Assessment Information
The process you will be following is known as competency-based assessment. This means that
evidence of your current skills and knowledge will be measured against national and international
standards of best practice, not against the learning you have undertaken either recently or in the
past. (How well can you do the job?)

Some of the assessment will be concerned with how you apply the skills and knowledge in your
workplace, and some in the training room.

The assessment tasks utilized in this training have been designed to enable you to demonstrate the
required skills and knowledge and produce the critical evidence required so you can successfully
demonstrate competency at the required standard.

What happens if your result is ‘Not Yet Competent’ for one or more assessment tasks?

The assessment process is designed to answer the question “has the participant satisfactorily
demonstrated competence yet?” If the answer is “Not yet”, then we work with you to see how we
can get there.
In the case that one or more of your assessments has been marked ‘NYC’, your Trainer will provide
you with the necessary feedback and guidance, in order for you to resubmit/redo your assessment
task(s).
What if you disagree on the assessment outcome?

You can appeal against a decision made in regards to an assessment of your competency. An appeal
should only be made if you have been assessed as ‘Not Yet Competent’ against specific competency
standards and you feel you have sufficient grounds to believe that you are entitled to be assessed as
competent.
You must be able to adequately demonstrate that you have the skills and experience to be able to
meet the requirements of the unit you are appealing against the assessment of.
You can request a form to make an appeal and submit it to your Trainer, the Course Coordinator, or
an Administration Officer. The RTO will examine the appeal and you will be advised of the outcome
within 14 days. Any additional information you wish to provide may be attached to the form.
What if I believe I am already competent before training?

If you believe you already have the knowledge and skills to be able to demonstrate competence in
this unit, speak with your Trainer, as you may be able to apply for Recognition of Prior Learning
(RPL).
Credit Transfer
Credit transfer is recognition for study you have already completed. To receive Credit Transfer, you
must be enrolled in the relevant program. Credit Transfer can be granted if you provide the RTO with
certified copies of your qualifications, a Statement of Attainment or a Statement of Results along
with Credit Transfer Application Form. (For further information please visit Credit Transfer Policy)

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LEARNING OUTCOMES
The following critical aspects must be assessed as part of this unit:

1. Interact with customers, collect the necessary information and match customers' needs to
company products or service
2. Sell products and services including matching customers' requirements to company products and
services and finalise and record the sale

LEARNING ACTIVITIES

Class will involve a range of lecture based training, activities, written task, case study and
questioning.

STUDENT FEEDBACK

We welcome your feedback as one way to keep improving this unit. Later this semester, you will be
encouraged to give unit feedback through completing the Quality of Teaching and Learning Survey

LEARNING RESOURCES
Other Learning Resources available to students include:

 Candidate Resource & Assessment: BSBINN601 - Lead and manage organisational change.
 Presentation handout
 PPT Presentation

TEXTBOOKS

You do not have to purchase the following textbooks but you may like to refer to them:

Unit Code(s) Unit Title Reference Book/ Trainer & Learner Resource

BSBINN601 Lead and manage  Cole, Kris. 2010 Management Theory and
organisational change Practice
 Judith Dwyer,2006 The Business
Communication Handbook 7th edition

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  Trainer and Learner Resources

Additional Reference Texts  Cole, Kris. 2010 Management Theory and

Practice, 4th Edition. Pearson
 Dwyer, Judith, 2009 the Business
Communication Handbook 8th Edition.
Pearson
 Hubbard, Rice & Beamish. Strategic
rd
Management 2008 3 Edition. Pearson
 John Viljoen and Susan Dann, Strategic
Management
 Monger, Brian Marketing in Black and
White 2007 Pearson
 Judith Dwyer,The Business Communication
Handbook 7th edition. 2006 Pearson
 Joan V Gallos, Business Leadership 2nd
edition. 2008 John Wiley & Sons, Inc
 John Newstrom & Edward Scannell, The big
book of team building games. McGraw-Hill
 Michael Dulworth, The Connect Effect. 2008
BK Publishers, Inc.

ASSESSMENT DETAILS

Assessment Summary
The assessment for this unit consists of the following items.

Knowledge Assessment

Task 1: Case Study and Change Management Plan

Task 2: Managing Organisational Change

Formative Activities
In addition to the three assessment tasks, students will be required to complete activities as outlined
by their trainer/assessor – these will be taken from class resources, Enhance Your Future Learner
Guides.

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Referencing Style
Students should use the referencing style outlined by the Trainer when preparing assignments. More
information can be sought from your Course Trainer.

Guidelines for Submission

1. An Assignment Cover Sheet (or cover page) must accompany all assignments at front to
confirm it is your own assessment/ work.

2. All assignments must be within the specified timeframe (please refer to Due Date).

Assignment Marking
Students should allow 14 days’ turnaround for written assignments.

Plagiarism Monitoring
Students should use the referencing style outlined by when preparing assignments. More
information can be sought from your Trainer.

Marking Guide
C Competent: for students who have achieved all of the learning outcomes specified for that
unit/module to the specified standard.

NYC Not Yet Competent: for students who are required to re-enrol in a unit/ module in their
endeavour to achieve competence

S Satisfactory: has achieved all the work requirements

NS Not Satisfactory: has not achieved all the work requirements

Every student at Danford College can expect to have “timely fair and constructive assessment of
work.” Assessment tasks must be marked in such a way that the result reflects how well a student
achieved the learning outcomes and in accordance with the assessment criteria. In addition to the
final result, returned assignments must be accompanied by feedback that clearly explains how the
marking result/s was derived (summative), as well as how the student can improve (formative).

Refer to observation checklist below and/or consult your trainer/assessor for marking criteria for
this unit.

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STUDENTS’ RIGHTS AND RESPONSIBILITIES
It is the responsibility of every student to be aware of all relevant legislation, policies and procedures
relating to their rights and responsibilities as a student. These include:
 The Student Code of Conduct
 The College’s policy and statements on plagiarism
 Copyright principles and responsibilities
 The College’s policies on appropriate use of software and computer facilities
 Students’ responsibility to attend, update personal details and enrolment
 Course Progress Policy and Attendance
 Deadlines, appeals, and grievance resolution
 Student feedback
 Other policies and procedures.
 Electronic communication with students

International Students Please also refer to ESOS framework for further details
https://internationaleducation.gov.au/Regulatory-Information/Education-Services-for-Overseas-
Students-ESOS-Legislative-Framework/ESOS-Act

ADDITIONAL INFORMATION

Contacts:
If you have a query relating to administrative matters such as obtaining assessment results, please
contact your Course co-ordinator.

Deferrals/Suspensions/Cancellations
Danford College will only allow deferrals/student requested suspensions under exceptional
compassionate circumstances. Once a student has commenced studies, students are not allowed to
take leave unless there are compelling and compassionate reasons. Please refer to the College’s
Deferment, Suspension and Cancellation Policy available in the Student Handbook and at Student
Administration. This policy has been explained to you at Orientation.

Course Progress Policy

You are expected to attend all classes and complete your units of study satisfactorily, within your
term. Your Course Trainer will make a report to the Course co-ordinator if there are any concerns

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about your progress. The Course Progress Policy is available to you in the Student Handbook and at
Student Administration or on college website www.danford.edu.au.
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 resources
 office equipment, materials and software packages
 case studies or, where available, real situations
 interaction with others.

Assessors must satisfy SRTO2015/AQF assessor requirements.

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Lesson/Session Plan
For face-to-face classroom based delivery as per timetable.

Delivery Day Delivery Topics Activities to be undertaken

1 About BSBINN601 Lead and manage Work through corresponding sections
organisational change (Page 4) of Learner Materials and Assessment
Organisational Change (Page 9) Tasks
Identifying change requirements and PowerPoint Slides 1 - 16
opportunities (Page 12)

2 Identifying strategic change needs Work through corresponding sections

through an analysis of organisational of Learner Materials and Assessment
objectives and trends and reviewing Tasks
existing policies and practices against
strategic objectives to identify change
requirements (Page 15)
3 Identify major operational change Work through corresponding sections
requirements due to performance of Learner Materials and Assessment
gaps, business opportunities or Tasks
threats, or management decisions Activity 1 (Page 36)
(Page 27) PowerPoint Slides 17 - 24
Reviewing and prioritising change
requirements or opportunities with
relevant managers and consulting
specialists and experts to assist in the
identification of major change
requirements and opportunities (Page
30)

4 Developing and Changing Work through corresponding sections

Management Strategies (Page 37) of Learner Materials and Assessment
Undertaking cost benefit analysis for Tasks
high priority change requirements and Commence Written Questions
opportunities (Page 37) PowerPoint Slides 25 - 38

5 Undertaking risk analysis, identify Work through corresponding sections

barriers to change, and agree and of Learner Materials and Assessment
record mitigation strategies (Page 38) Tasks
Continue with Written Questions
6 Developing change management Work through corresponding sections
project plan and obtaining approvals of Learner Materials and Assessment
from relevant authorities to confirm Tasks
the change management process Activity 2 (Page 50)
(Page 44) Commence Task 1 – Case Study
PowerPoint Slides 39

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Delivery Day Delivery Topics Activities to be undertaken
7 Assigning resources to the project and
Work through corresponding sections
agreeing on reporting protocols with of Learner Materials and Assessment
relevant managers (Page 48) Tasks
PowerPoint Slides 40 - 42
8 Implementing Change Management Work through corresponding sections
Strategies (Page 51) of Learner Materials and Assessment
Develop communication or education Tasks
plan to promote the benefits of the
change to the organisation (Page 51)

9 Arranging and manage activities to Work through corresponding sections

deliver the communication or of Learner Materials and Assessment
education plans to relevant groups Tasks
and individuals (Page 51) Commence Task 2 – Managing
Organisational Change
PowerPoint Slides 43
10 Consulting with relevant groups and Work through corresponding sections
individuals for input into the change of Learner Materials and Assessment
process (Page 56) Tasks
PowerPoint Slides 44
11 Identifying and responding to barriers Work through corresponding sections
to the change according to risk of Learner Materials and Assessment
management plans (Page 58) Tasks
PowerPoint Slides 45 - 50
12 Activating strategies for embedding Work through corresponding sections
the change (Page 67) of Learner Materials and Assessment
Tasks
PowerPoint Slides 51 - 56
13 Actioning interventions and activities Work through corresponding sections
set out in project plan according to of Learner Materials and Assessment
project timetable (Page 68) Tasks

14 Conducting regular evaluation and Work through corresponding sections

review, and modifying project plan of Learner Materials and Assessment
where appropriate to achieve change Tasks
program objectives (Page 68) Activity 3 (Page 74)
PowerPoint Slides 57 - 61
15 Review Complete Task 1 – Case Study
Complete Assessment Tasks Complete Task 2 – Managing
Organisational Change
Complete

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Knowledge Assessment (Written Tasks)

1. What are the consequences of NOT having a solid change strategy and process?

2. What is the process for identifying opportunities for change?

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3. The objective you create from strategic planning should adhere to the SMART principle. What
are SMART principles?

4. When analysing information about business operations it should come from various sources and
should be characterised by what? List and describe.

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5. Describe a change you have experienced in a workplace, or a workplace you are familiar with,
and outline the benefits and the problems that were experienced.

6. What is a cost-benefit analysis and why is it used?

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7. What are the steps involved in identifying and managing risks?

8. What are 4 external obstacles to change? List and describe.

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9. What are the sections that you would complete in a change management plan? List and
describe each one in detail.

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10. Why do you need to assign resources to any change?

11. To implement a change management strategy what should you do?

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12. What are 3 proactive steps you can apply to provide leadership to implement change?

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Task 1 – Case Study and Change Management Plan
Your organisation's CEO has decided to implement and new administration system into the
company. He has requested that you prepare a document outlining all the issues that he might face
in relation to barriers for change from staff members.

Your task is to outline in table format the possible barriers that might be faced along with proposed
methods of managing or dealing with these barriers.

Ensure your answers are comprehensive and they consider the full range of barriers that staff
members might face in this situation.

Create a change management plan to implement the new administration system. The following may
be used as a template:

Change Management Plan Template

Note: delete the prompts under each heading before submitting your plan.

Introduction

Provide background, link to strategic goals and other changes

Project Sponsor

This person leads the change project and is accountable for ensuring the project and change plan are
implemented

Project Objectives

Detail what the project will achieve.

Change Objectives and Principles

Provide details of:

 What the change process will achieve [eg information sharing, engagement, input into
system changes];

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  Principles that underpin the change plan [eg inclusiveness/consultation, timeliness]; and
 Ethical issues that need to be considered and how the change will plan will address them.

Change Plan Elements

What are the main elements in the change plan? [eg people/culture, systems/technology,
documentation, positions/roles, process, skills] Each of these elements may require a particular
focus in the change plan.

Rationale for the Change

List the drivers and constraints for change.

What are the risks for the change process?

Key Stakeholder Analysis

Identify the key stakeholders [consider staff, other work units in SCU, management, unions, students
and other clients] and:

 Analyse their response to the change [eg what will be their main concerns/fear, where is
there likely to be support for the change];
 Identify their needs in terms of change management and consider the style of
communication required [language style & level]; and
 Identify the preferred media for communicating or consulting with them about the change
[eg sessions involving dialogue about the changes, newsletters, briefings from project team
members, frequently asked questions].

Assessment of Readiness to Change

Comment on the status of the change so far [eg is there a high level strategy in place that
stakeholders are already aware of and committed to that provides a framework for the change].

What elements might support the change [eg dissatisfaction with current processes; a workplace
culture that supports change and innovation]?

Is there strong senior support for the change?

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Key Change Messages

Identify about 6 key messages to convey about the change process, being upfront about gains and
losses. Consider:

 What will be gained/lost for the key stakeholder groups in the change process;
 The messages from the stakeholder perspective;
 What will be their main concerns; and
 Presenting changes in a positive light even whilst acknowledging loss.

Identify Change Elements

Structures/Processes/Responsiblities/Resources/Timeframes/Performance Measures

Consider the need for particular change support structures [eg a change team, super
users/specialists who are trained first and can support people in the workplace, involvement of
users/key stakeholders at various stages, change champions in the workplace].

Consider if there is a need for transitional arrangements to support and whether the introduction of
the change process needs to be staged.

What will be the impact on workloads and how will these be managed?

Develop Change Plan

Develop a change plan including performance measures [how will you know the change plan is
effective?]. Ensure the plan is adequately resourced.

Actions Who When Performance Measures

Consolidation

Ensure policies, procedures and performance measures reinforce the changes.

Remove organisational barriers to the change.

Reinforce how changes have provided benefits.

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Evaluation

How will the change be evaluated in relation to the achievement of the planned objectives?

How will the change management processes be evaluated – consider summative as well as final
evaluations, how can you assess your change management strategies as you implement them?

How will the evaluation outcomes be circulated and promoted to stakeholders?

How will evaluation outcomes be used in other organisational processes?

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Task 2 – Managing Organisational Change
For this assessment you must complete the following written activity.

You have been provided with a template for you to use for the change management plan below.

Select one change:

 Human resource restructure for efficiency

 Implementing a new rostering system and structure
 Expanding to international markets

Your task is to choose from the above list a change that could be required by a business and then
complete the following report outlining the following:

 How you could identify the need for the change?

 Develop the change management strategy for the required change?
 Discuss how you would implement the change into the business?

This assessment includes:

 Research on policies and procedures relating to change management

 Trends associated with the change
 Performance gaps that may be related to the change
 A change management plan
 Resource required for the change
 Communication and consultation strategies
 Training required to implement the change
 Evaluation methods

Submit your full report and change management plan for Assessment.

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Change Management Plan Template

Note: delete the prompts under each heading before submitting your plan.

Introduction

Provide background, link to strategic goals and other changes

Project Sponsor

This person leads the change project and is accountable for ensuring the project and change plan are
implemented

Project Objectives

Detail what the project will achieve.

Change Objectives and Principles

Provide details of:

 What the change process will achieve [eg information sharing, engagement, input into
system changes];
 Principles that underpin the change plan [eg inclusiveness/consultation, timeliness]; and
 Ethical issues that need to be considered and how the change will plan will address them.

Change Plan Elements

What are the main elements in the change plan? [eg people/culture, systems/technology,
documentation, positions/roles, process, skills] Each of these elements may require a particular
focus in the change plan.

Rationale for the Change

List the drivers and constraints for change.

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What are the risks for the change process?

Key Stakeholder Analysis

Identify the key stakeholders [consider staff, other work units in SCU, management, unions, students
and other clients] and:

 Analyse their response to the change [eg what will be their main concerns/fear, where is
there likely to be support for the change];
 Identify their needs in terms of change management and consider the style of
communication required [language style & level]; and
 Identify the preferred media for communicating or consulting with them about the change
[eg sessions involving dialogue about the changes, newsletters, briefings from project team
members, frequently asked questions].

Assessment of Readiness to Change

Comment on the status of the change so far [eg is there a high level strategy in place that
stakeholders are already aware of and committed to that provides a framework for the change].

What elements might support the change [eg dissatisfaction with current processes; a workplace
culture that supports change and innovation].

Is there strong senior support for the change?

Key Change Messages

Identify about 6 key messages to convey about the change process, being upfront about gains and
losses. Consider:

 What will be gained/lost for the key stakeholder groups in the change process;
 The messages from the stakeholder perspective;
 What will be their main concerns; and
 Presenting changes in a positive light even whilst acknowledging loss.

Identify Change Elements

Structures/Processes/Responsiblities/Resources/Timeframes/Performance Measures

Consider the need for particular change support structures [eg a change team, super
users/specialists who are trained first and can support people in the workplace, involvement of
users/key stakeholders at various stages, change champions in the workplace].

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Consider if there is a need for transitional arrangements to support and whether the introduction of
the change process needs to be staged.

What will be the impact on workloads and how will these be managed?

Develop Change Plan

Develop a change plan including performance measures [how will you know the change plan is
effective?]. Ensure the plan is adequately resourced.

Actions Who When Performance Measures

Consolidation

Ensure policies, procedures and performance measures reinforce the changes.

Remove organisational barriers to the change.

Reinforce how changes have provided benefits.

Evaluation

How will the change be evaluated in relation to the achievement of the planned objectives?

How will the change management processes be evaluated – consider summative as well as final
evaluations, how can you assess your change management strategies as you implement them?

How will the evaluation outcomes be circulated and promoted to stakeholders?

How will evaluation outcomes be used in other organisational processes?

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 BSB61015 Advanced Diploma of Leadership and Management
College Copy

Unit Code and Title: BSBINN601 - Lead and manage organisational change

Assessment task Due Dates

Assessment 1 Due Date:

Assessment 2 Due Date:

Assessment 3 Due Date:

I Student ID acknowledge receiving the

Student Assessment Information Pack, which contains:

o Assessment Due Date Sheet

o Time table /Training Plan
o Lesson Plan
o Student Assessment Information Guide
o Assessment Cover Sheets
o Feedback form
o Student Resource
o Internet Access for online Business Environment Simulation with Login Key or access to college
simulated business documents on internal intranet.

Student Signature:

Date :

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 BSB61015 Advanced Diploma of Leadership and Management
Student Copy

Unit Code and Title: BSBINN601 - Lead and manage organisational change

Assessment task Due Dates

Assessment 1 Due Date:

Assessment 2 Due Date:

Assessment 3 Due Date:

I Student ID acknowledge receiving the

Student Assessment Information Pack, which contains:

o Assessment Due Date Sheet

o Time table / Training Plan
o Lesson Plan
o Student Assessment Information Guide
o Assessment Cover Sheets
o Feedback form
o Student Resource
o Internet Access for online Business Environment Simulation with Login Key or access to college
simulated business documents on internal intranet.

Student Signature:

Date :

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 ASSESSMENT SUMMARY / COVER SHEET
This form is to be completed by the assessor and used a final record of student competency.
All student submissions including any associated checklists (outlined below) are to be attached to
this cover sheet before placing on the students file. Student results are not to be entered onto the Student
Database unless all relevant paperwork is completed and attached to this form.
Student Name:

Student ID No:

Final Completion Date:

Unit Code: BSBINN601

Unit Title: Lead and manage organisational change

Unit
Assessors Name:
Outcome
C NYC
Result: S = Satisfactory, NYS = Not Yet Satisfactory, NA = Not Assessed
 Knowledge Assessment - Questions and Answers
S | NYS | NA
 Task 1 S | NYS | NA
 Task 2 S | NYS | NA

Is the Learner ready for assessment? Yes No

Has the assessment process been explained? Yes No
Does the Learner understand which evidence is to be collected and
Yes No
how?
Have the Learner’s rights and the appeal system been fully
Yes No
explained?
Have you discussed any special needs to be considered during
Yes No
assessment?
I agree to undertake assessment in the knowledge that information gathered will only be used for
professional development purposes and can only be accessed by my manager and the RTO:
Learner Signature:
Date:
I have received, discussed and accepted my result as mentioned above for
this unit assessment and I am aware about my rights to appeal.
Assessor Signature:
Date:
I declare that I have conducted a fair, valid, reliable and flexible
assessment with this student, and I have provided appropriate feedback.

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 ASSESSMENT COVER SHEET

Unit BSBINN601 Lead and manage organisational change

Course BSB61015 Advanced Diploma of Leadership and Management

Student Name: Student ID:

Group: Date

Title of Assignment: Knowledge Assessment - Questions and Answers

Assessor Name:

This cover sheet must be attached to your assignment.

Declaration:
1. I am aware that penalties exist for plagiarism and unauthorized collusion with other
students.
2. I am aware of the requirements set by my educator with regards to the presentation of
documents and assignments.
3. I have retained a copy of my assignment.

Student Signature:___________________________

Date:________________________________________

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 QUESTION & ANSWER CHECKLIST

S NYS
Learner’s name:

Assessor’s name:

Question Correct ()

1
2
3
4
5
6
7
8
9
10
11
12
Feedback to Learner:

Assessor’s Signature:
Date:

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 ASSESSMENT COVER SHEET

Unit BSBINN601 Lead and manage organisational change

Course BSB61015 Advanced Diploma of Leadership and Management

Student Name: Student ID:

Group: Date

Title of Assignment: Task 1

Assessor Name:

This cover sheet must be attached to your assignment.

Declaration:
1. I am aware that penalties exist for plagiarism and unauthorized collusion with other
students.
2. I am aware of the requirements set by my educator with regards to the presentation of
documents and assignments.
3. I have retained a copy of my assignment.

Student Signature:___________________________

Date:________________________________________

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 TASK 1 CHECKLIST

S NYS
Learner’s name:

Assessor’s name:

Observation Criteria S NS
Undertook risk analysis and apply problem solving and innovation skills
to identify barriers to change and agree and record mitigation strategies
Developed change management project plan
Developed 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
Consulted with relevant groups and individuals for input into the change
process
Identified and responded to barriers to the change according to risk
management plans
Feedback to Learner:

Assessor’s Signature:
Date:

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 ASSESSMENT COVER SHEET

Unit BSBINN601 Lead and manage organisational change

Course BSB61015 Advanced Diploma of Leadership and Management

Student Name: Student ID:

Group: Date

Title of Assignment: Task 2

Assessor Name:

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 TASK 2 CHECKLIST

S NYS
Learner’s name:

Assessor’s name:

Observation Criteria S NS
Identified strategic change needs through an analysis of organisational
objectives
Reviewed existing policies and practices against strategic objectives to
identify where changes are required
Monitored the external environment to identify events or trends that
impact on the achievement of organisational objectives
Identified major operational change requirements due to performance
gaps, business opportunities or threats, or management decisions
Reviewed and prioritise change requirements or opportunities with
relevant managers
Consulted stakeholders, specialists and experts to assist in the
identification of major change requirements and opportunities
Undertook cost-benefit analysis for high priority change requirements
and opportunities
Undertook risk analysis and apply problem solving and innovation skills
to identify barriers to change and agree and record mitigation strategies
Developed change management project plan
Obtained approvals from relevant authorities to confirm the change
management process
Assigned resources to the project and agree reporting protocols with
relevant managers
Developed 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
Arranged and manage activities to deliver the communication or
education plans to relevant groups and individuals
Consulted with relevant groups and individuals for input into the change
process
Identified and respond to barriers to the change according to risk
management plans
Actioned interventions and activities set out in project plan according to
project timetable
Activated strategies for embedding the change

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Conducted regular evaluation and review and modify project plan where
appropriate to achieve change program objectives
Feedback to Learner:

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Date:

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 Student Feedback Form
Unit BSBINN601 - Lead and manage organisational change
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